Student ID: @00611084
Effective word count: 3143
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Executive summary
Digitalisation and progressive development of the IT sector, the key enablers of global
sourcing, broke down geographical boundaries by enabling better global connectivity. The later
enabled Small and Medium enterprises to act independently and to source globally, limited
only by their entrepreneurship skills.
The paper is built on web-based research methods of open sources that enabled a partial
insight into Hewlett Packard Enterprise organisational structure, a corporate tech giant that
orients its strategy toward producing cutting-edge software and hardware components. The
company's product portfolio represents the latest commodities in the IT sector that enable
networking, data storage and data analysis, cloud services and edge computing. The company
is B2B oriented and seizes a considerable global market share.
The purpose and aim of this research are to familiarise the reader with the company,
their commodity portfolio, possible business process deficiencies and probable strategies that
could enhance the company's business process.
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Table of Contents
1.
Introduction ........................................................................................................................ 5
2.
Hewlett Packard Enterprise ................................................................................................ 6
3.
2.1.
Hewlett Packard Enterprise Revenue Breakdown .................................................... 10
2.2.
Procurement requirements......................................................................................... 11
2.3.
Kraljic Portfolio matrix ............................................................................................. 14
2.4.
The Bensaou model ................................................................................................... 16
2.5.
HPE core products ..................................................................................................... 18
2.6.
Supply chain sustainability ....................................................................................... 18
2.7.
Supply chain resilience and capacity ........................................................................ 19
Path to procurement excellence ........................................................................................ 20
3.1.
The inventory cost ‘creeps on’ .................................................................................. 20
3.2.
E2open inventory management ................................................................................. 20
3.3.
Improvement of overall business process ................................................................. 21
4.
Conclusion ........................................................................................................................ 22
5.
List of references .............................................................................................................. 24
3
List of figures
Figure 1. Fragment of the HPE organisational structure chart (Official Board, 2021). .......... 8
Figure 2. Hewlett Packard Enterprise Raw Materials chart (YCharts, 2021a). ....................... 9
Figure 3. Microsoft Corp Raw Materials chart (YCharts, 2021b). ......................................... 10
Figure 4. HPE annual breakdown by business segment (Craft, 2021). .................................. 10
Figure 5. HPE annual breakdown by geographic segment (Craft, 2021). .............................. 11
Figure 6. NVIDIA P40 24GB Computational Accelerator for HPE (HPE, 2021c). ............... 12
Figure 7. HPE XP7 Storage (HPE, 2021d). ............................................................................ 12
Figure 8. HPE ProLiant DL180 Gen10 server (HPE, 2021f). ................................................ 13
List of tables
Table 1. Kraljic portfolio matrix of HPE items (adopted from Kraljic, 1983). ....................... 15
Table 2. Bensaou contextual profiles of HPE items (adopted from Baily et al., 2015). .......... 17
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1. Introduction
Global sourcing as a set of coordinated activities undertaken by a company or a
conglomerate can give the organisation a competitive advantage in several key elements of the
business process. "Some of the benefits of the global sourcing in regards to the business process
can be seen as a reduction of cost of ownership and cycle-time, improved quality and volume
availability of the product, higher possibility of countertrade due to the geopolitical position of
the parties involved et cetera" Baily et al. (2015).
"Global sourcing has become one of the most significant trends across industries and
countries in the past few decades", argue Kenney et al. (2009). "The trend has taken momentum
on the worldwide scale notably in the U.S. wherein 2000 10% of the firms were engaged in
global sourcing activities, and by 2007 that number has risen to 50%" Lewin and Couto (2007).
Although the main driver of global sourcing is of an economic nature, i.e., a search for
higher profits and cost efficiencies, the key drivers would be improved global connectivity and
digitalisation, which strengthens and consolidates the global supply chain.
Whilst global sourcing is more characteristic for larger enterprises example, Apple, Jaguar
Land Rover, IBM, Hewlett-Packard Enterprise, Starbucks, Toyota, Samsung Electronics, et
cetera; it can be dexterity of Small and Medium Enterprises (SME).
One example of SME global sourcing is Rimac Automobili, a small automotive company
from Croatia. In 2011, while the company counted only 20 employees with Mate Rimac as
CEO, the company produced the fastest electric hypercar in the world (100 km/h (0–62 mph)
in 2.5 seconds), the Concept One. "The wheels for the Concept were supplied by HRE
Performance wheels but developed in collaboration with Rimac Automobili designers. The
partnership continued in Concept Two's production, the electric hypercar released in 2017"
HRE Wheels (2018).
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The strategy and approach that Rimac Automobili used in the development of this particular
item are consistent with the research that argues that "when a company evolves to the highest
level, it proactively integrates and coordinates common items, processes, designs, technologies
and suppliers across worldwide purchasing centres and with other functional groups" Trent and
Monczka (2003).
Although Rimac Automobili attracted Porsche, Camel Group and Hyundai Motor Group's
attention, there is a scarcity of available information that hinders proper research and critical
review of the company.
2. Hewlett Packard Enterprise
One of the corporate tech giants that reap global sourcing benefits is Hewlett-Packard
Enterprise (HPE), a multinational enterprise information technology company located in
Houston, Texas. "The company was founded on January 1, 1939, by William R. Hewlett and
David Packard, two recent electrical-engineering graduates of Stanford University" Hall
(2019).
"HPE started experimenting with offshore sourcing back in 1963 when the company, then
called HP, partnered with Sony and the Yokogawa Electric companies in Japan to develop
several high-quality products" Internet Archive (2003).
Birou and Fawcett (1993, p.29) define Strategic Global Sourcing (SGS) as "coordination
and integration of procurement requirements across worldwide business units, looking at
common items, processes, technologies and suppliers".
If the above-mentioned definition of SGS is aligned with the business process of HPE, a
Multinational Company (MNC), the following linkages that identify HPE global sourcing
strategy can be adopted;
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- "95% of HPE's procurement expenditures for materials, manufacturing, and assembly is
being sourced from 33 global suppliers that come from 12 countries, but notably the U.S. and
China. This list includes final assembly suppliers, which may include contract manufacturers,
electronic manufacturing service providers, and original design manufacturers, as well as
commodity and component suppliers" HPE (2021a).
- "HPE has 317 executives and 56 subsidiaries which are located globally according to the
company's strategic objectives" Official Board (2021).
- from the above-mentioned facts, it is evident that HPE purses a centralised/decentralised
global sourcing strategy through cross-functional business teams integrated into the
organisational structure that stream the company’s business strategy through globally dispersed
business units. This approach ensures HPE supply availability, more integration and control
over the supply chain upstream, optimal prices through scale economies and volume, and
quality level insurance. "Global operations and strategic procurement are positioned in N 3 tier
directly under the Chief finance officer (CFO) who is positioned under in N 2 tier of the
organisational structure, directly under the CEO of the company" Official Board (2021).
Figure 1. presents a fragment of the HPE's organisation chart.
- "HPE's portfolio contains various types of software and hardware products such as
servers, data storage products, hybrid infrastructure, cloud services, edge computing services
and networking equipment" HPE (2021a).
- "In order to gain a competitive advantage over its competition, streamline its operations
and to build a reliable supply chain, in the time frame from 2015 to 2019, through acquisition
HPE successfully vertically integrated 15 high techs complimentarily firms" HPE (2021b).
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- "In 2000 HP developed and implemented a mathematical model, business process, and
software to measure and manage supply chain risks on the procurement side that has in the
period of six years enabled the company to realise more than $425 million in cumulative cost
savings" Nagali et al. (2008). This information might be outdated because, in 2015, the
company Hewlett Packard (HP) split into HPE and HP Inc.
Figure 1. Fragment of the HPE organisational structure chart (Official Board, 2021).
Even though HPE is a large MNC and its business results indicate that its global
sourcing strategy is effective, there are arguments that the strategy can be approved. HPE buys
its raw material from several suppliers. “The statistical data shows that in last four years, the
company has increased raw material inventory for 314.455% from 505 million U.S. $ to 1.588
billion U.S. $., and that the trend is rising” YCharts (2021a).
Figure 2. depicts the amount of HPE’s capital that is tied up in raw material inventory.
“The results from the SWOT analysis indicate that the company has relatively high
days inventory in comparison to the competition, i.e., the company needs to raise more capital
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to invest in the channel what can consequently have a negative impact on long term growth of
Hewlett Packard Enterprise Company” Fon Fert University (2021).
This fact contradicts one of the Just in Time (JIT) principle, which is “delivering
materials directly to operations and virtually eliminating stock” Waters (2003, p.179).
Figure 2. Hewlett Packard Enterprise Raw Materials chart (YCharts, 2021a).
The fact that HPE's high day's inventory has an ascending curve might indicate that
MNC is facing problems with the reliability of production, long lead time or/and
dependability of supply.
One of the MNC that represents HPE fierce competitor is MNC Microsoft. "In
contrast to HPE, Microsoft has much less capital tied up in inventory" YCharts (2021a).
Figure 3. depicts Microsoft's amount of capital that is tied up in raw material
inventory.
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Figure 3. Microsoft Corp Raw Materials chart (YCharts, 2021b).
2.1.
Hewlett Packard Enterprise Revenue Breakdown
The annual revenue breakdown of the company depicts that the company has been more
oriented B2B data analytics software in the course of the past year 43.8% and that its overall
revenue, 27 billion U.S. $ comes from the global sector that encompasses Europe, the Middle
East and Africa, 36.1%” Craft (2021).
Figure 4. HPE annual breakdown by business segment (Craft, 2021).
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Figure 5. HPE annual breakdown by geographic segment (Craft, 2021).
2.2.
Procurement requirements
To have insight into what are HPE’s procurement requirements, one must know what
products the company offers on the global market. “HPE’s portfolio covers various types of
enterprise products, including servers, data storage products, hybrid infrastructure, edge
computing services and networking equipment” IT Pro team (2020).
“HPE has four first tiers suppliers that supply the company with server accelerators, i.e.,
components for HPE servers: NVIDIA Corporation (NVIDIA), INTEL Corporation, Advanced
Micro Devices (AMD) and Xilinx. NVIDIA supplies HPE with a total of 29 components, i.e.,
Computational Accelerators for HPE ProLiant servers” HPE (2021c).
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Figure 6. NVIDIA P40 24GB Computational Accelerator for HPE (HPE, 2021c).
A widely known fact is that some of the above-mentioned HPE suppliers have their
headquarters in the United States, but the manufacturing facilities are located globally, as are
HPE offices and some of the subsidiaries. Hybrid Graphics Ltd. from Finland, Arm Ltd from
the United Kingdom, and Mellanox Technologies Ltd. are just some of the companies acquired
by NVIDIA that produce the company’s hardware, and the company has its manufacturing
facilities located globally.
“Some other global suppliers of commodity, components and final assemblies for
HPE are Samsung Electronics, Sony Corporation, Hitachi, Ltd., Toshiba Corporation, Hon
Hai Precision Industry Co. Ltd. (Foxconn) et cetera” HPE (2021a).
Hitachi,
Ltd.
supplies
HPE
with
underlying hardware and software, for HPE XP7
enterprise-class data storage platform” Raffo
2016. In the HPE suppliers list, Hitachi, Ltd. is
listed as one of the HPE’s supplier of final
assembly storage components” HPE (2021a).
Figure 7. HPE XP7 Storage (HPE, 2021d).
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Although it is difficult to find information regarding the origin of commodity and
component suppliers because, from some perspective, they are perceived as industrial secret, a
logical assumption can be drawn regarding manufacturers of commodity and components that
are the integral parts of HPE’s hardware. For example, “Samsung Electronics from South
Korea from Japan is on the list of HPE’s list of commodity and components suppliers” HPE
(2021a). A well-known fact is that Samsung Electronics affiliate, Samsung SDI is one of the
largest lithium-ion batterie manufacturers. “HPE hardware like HPE ProLiant DL180 Gen10
server has in its storage controller integrated a specific set of Smart Storage Batteries; one of
the battery models is P408-ia lithium-ion battery” HPE (2021f).
HPE R&D department design
specifications had to be compatible
with Samsung SDI engineers finished
goods
inventory,
i.e.,
lithium-ion
batteries to be integrated into the
functional hardware.
Figure 8. HPE ProLiant DL180 Gen10 server (HPE, 2021f).
Compatibility of such a level of complexity existing in the three items listed above
could not have been achieved if the sourcing personnel from HPE did not interact with the
supplier on a global and regional/local level. “In the light of the above-mentioned facts, it is
necessary to mention that to coordinate and oversee company’s global sourcing strategy, HPE
has 317 executives and 56 subsidiaries that are located globally (mentioned before)” Official
Board (2021).
The alternative choice for HPE supplier for this specific hardware would be AMD with
its flagship CPU “EPYC”. “AMD EPYC processors see much wider utilisation because of their
performance specifications paired with a small price” ServerStore (2021).
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Sourcing that would require the least effort and customisation would be sourcing racks
for servers as there are many manufacturers on the market. “Liebert, APC and Kendall Howard
are some of the server rack manufacturers” Server Racks Online (2021).
From the above-mentioned facts, it is evident that HPE is pursuing a hybrid sourcing
strategy by balancing global and regional/local sourcing. “Hybrid sourcing approach is
undertaken by the creators of the overall company strategy with following objectives: costs
reductions, higher quality, more efficiency, faster services and an increase in transparency, and
is the indicator of the company’s higher maturity stage” Capgemini Consulting (2014).
2.3.
Kraljic Portfolio matrix
The previous section has described four items from the HPE portfolio that are being sourced
according to its strategy.
"By using 'procurement positioning' tool based on the Kraljic Portfolio matrix, the items'
classification can be performed in four categories: non-critical, leverage, bottleneck, and
strategic items. The category in which the item falls depends on the following criteria;
-
the reliability of the sources of supply;
-
the availability of the commodity or service required;
-
the degree of response by suppliers to the company's requirements;
-
the quality of the product in relation to the role it is required to fulfil" Baily et al. (2015).
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Table 1. Kraljic portfolio matrix of HPE items (adopted from Kraljic, 1983).
Kraljic Portfolio Matrix (KPM), illustrated in table 1. is a tool that qualifies the items
according to four categories. “Another quantitative method for categorisation of the four above
listed items is the Analytical Hierarchy Process (AHP) that would position the items more
precisely within the Kraljic Portfolio Matrix (KPM)” Lee and Drake (2010). This research is
limited by the availability of quantifiable data, i.e., in the concrete case, a number of items
purchased in contract/period, the amount paid per item and market performance data that would
enable calculation of the Single Attribute Values Function (SAVF) score in order to perform
detailed item categorisation.
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2.4.
The Bensaou model
“Bensaou suggests a framework for managing a portfolio of investments in alliance with
four profiles; market exchange, captive buyer, captive supplier and strategic partnerships. For
each of the mentioned profiles, the Bensaou model framework identifies distinguishing
product” Baily et al. (2015).
The items described in section 2.2. are in alliance with Bensaou model, presented in table
2.
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Items that are subject of
procurement
Final assembly storage component
for HPE XP7 enterprise class data
storage platform
NVIDIA P40 24GB Computational
Accelerator
P408-ia lithium ion battery for HPE
ProLiant DL180 Gen10 server
Intel Scalable Xenon Family
Processor
Server Racks
Bensou buyer relationship
profiles
Strategic partnerships
Product identification
"Product characteristics
High level of customisation required
Tight mutual adjustments needed in key processes
Strong engineering expertise required
Market Characteristics
Buyer maintains in-house design & testing capability
Partner Characteristics
Strong supplier proprietary technology
Active in research and innovation (R&D costs)
Strong recognised skills and capabilities in design,
engineering and manufacturing" Baily et al. (2015, p. 278).
Capital Buyer
"Product characteristics
Technical complicated
Based on mature, well understood technology
Market Characteristics
Stable demand with limited market growth
Concentrated market with few established players
Supplier proprietary technology
Few strongly established suppliers
Supplier Characteristics
Supplier proprietary technology
Few strongly established suppliers" Baily et al. (2015, p. 278).
Captive Supplier
"Product Characteristics
Technically complicated products
Based on new technology (developed by suppliers)
Important and frequent innovations and new functionalities
in the product category
Significant engineering effort and expertise required
Heavy capital investments required
Market Characteristics
High growth market segment
Fierce competition
Few qualified players
Unstable market with shifts between suppliers
Supplier Characteristics
Strong supplier proprietary technology
Suppliers with strong financial capabilities and good R&D skills
Heavy supplier dependency on the buyer and economic
reliance on the IT tehnology sector in general" Baily et al. (2015,
p. 278).
Captive Supplier
"Product Characteristics
Technically complicated products
Based on new technology (developed by suppliers)
Important and frequent innovations and new functionalities
in the product category
Significant engineering effort and expertise required
Heavy capital investments required
Market Characteristics
High growth market segment
Fierce competition
Few qualified players
Unstable market with shifts between suppliers
Supplier Characteristics
Strong supplier proprietary technology
Suppliers with strong financial capabilities and good R&D skills
Heavy supplier dependency on the buyer and economic
reliance on the IT tehnology sector in general" Baily et al. (2015,
p. 278).
Market Exchange
"Product Characteristics
Highly standardised products
Mature technology
Little innovation & rare design changes
Technically simple products or well-structured complicated
manufacturing process
Low engineering effort and expertise required
Market Characteristics
Stable or declining demand
Highly competitive market
Many capable suppliers
Supplier Characteristics
No proprietary technology
Low switching costs
Low bargaining power
Strong economic reliance on IT technology business" Baily et al.
(2015, p. 278).
Table 2. Bensaou contextual profiles of HPE items (adopted from Baily et al., 2015).
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What is evident if we compare the Kraljic portfolio matrix and the Bensaou model is that
categorisation in both methods perfectly aligns. The items categorised as Strategic in the
Kraljic matrix are identified as items that require Strategic partnership; bottleneck items are in
the capital buyer profile, leverage items are in captive supplier portfolios, and non-critical items
in market exchange of the Bensaou model.
2.5.
HPE core products
Beside its hardware products like servers, data storage platforms and high-performance
computing infrastructure, HPE advances in networking by performing a vertical integration.
"In order to control its value or supply chain and maintain a competitive edge, on 3th of
February 2015, HPE acquired Aruba Networks" HBE (2021b). Aruba Networks is the industry
leader in wired, wireless and security networking solutions.
"HPE Edgeline, the company's core service product in alliance with Aruba Networks
resources and technologies, makes the company an industry leader in Edge computing" HPE
(2021g).
2.6.
Supply chain sustainability
Regardless of the legal and cultural environments in which suppliers operate throughout
the world, the HPE policy for supplier’s choice is consistent with the company’s ethical
standards.
“While performing supplier selection, HPE is performing the suppliers screening procedure
in alliance with eight different policies that are in alliance with HPE supplier social and
environmental responsibility (SER) requirements” HPE (2021h).
These policies main objective is to navigate the supplier’s business process toward supply
chain sustainability.
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2.7.
Supply chain resilience and capacity
The other objective that HPE is pursuing in supplier management is the supplier capacity
building program in alliance with Industry 4.0 principles.
“HPE is working toward enhancement of supply chain resilience and efficiency through
integration, optimization and automatization of manufacturing by using tools such as and Big
data analytics, Industrial Internet of Things (IoT) and digital platforms” HPE (2017).
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3. Path to procurement excellence
A humble statement is to say that to purpose a global procurement strategy for a corporate
tech giant like HPE from a single person perspective would be a challenging task.
To start things off, one must search for deficiencies compared to other companies with
the same characteristics and roughly the same qualitative and quantitate global market share.
3.1.
The inventory cost ‘creeps on’
It is mentioned in chapter 2. that the company has a dynamic increase of raw material
inventory. “The company’s revenue in 2020, as mentioned in the same chapter, was 27 billion
U.S. $ and that the capital invested in raw material inventory at the current moment is 1.588
billion U.S. $” YCharts (2021a).
The bitemporal data extracted from the open sources depict that HPE has 5.8815% of its
yearly revenue invested in raw material inventory. “Raw material inventory is just one of five
basic types of inventory which are; raw materials, work-in-progress, finished goods,
components and sub-assemblies, and MRO supplies” Lysons and Farrington (2016).
3.2.
E2open inventory management
Waters (2003) argues that "the overall aim of the procurement is to guarantee that an
organisation has a reliable supply of materials what can be achieved through following actions;
an uninterrupted and timely flow of materials into an organisation, cross-departmental
cooperation, improvement of supplier-buyer relationship, optimal quantitative and qualitative
purchases at the right price, proper inventory management and through the establishment of
Lean Supply Chain (LSC)."
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HPE supply chain is vast and geographically dispersed, so, naturally, there will be some
uncertainties through the supply chain that can, to a certain extent, cause disruption that can
consequently lead to the 'bullwhip effect'.
A possible solution to address this particular internal component of HPE Supply Chain
Management (SCM) would be E2open Collaborative Inventory Management that has been,
according to literature, proven in extremely large supply chains.
"E2open Collaborative Inventory Management intelligent software enables supply chain
optimisation, providing some of the following results:
- real-time inventory visibility
- 20-30% inventory reduction
- 35% reduction in the cycle times
- what-if scenario through multiple tiers
- 30-50% improvement in inventory turns” E2open (2021).
3.3.
Improvement of overall business process
Incremental changes can be made at HPE if the overall company’s business process is
perceived from a holistic perspective. Performance of metric and practice benchmarking at
competitor level would give HPE guidelines toward procurement excellence.
The companies that would serve as a benchmarking target would have to be HPE’s
market competitors. “Some of the HPE’s competitors are Dell EMC, Cisco, NetApp, Lenovo,
IBM, Huawei, Amazon, Oracle, Fujitsu and Juniper Networks” Owler (2021).
“By performing first practice, and then metric benchmarking at competitor level, the
company would first have to obtain an understanding of other processes and to benefit from
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quick gains, and then follow up on results with metric benchmarking once a relationship and
mutual benefits have been obtained” Graham, Shulver, and Johnston (2012, p.371).
HPE’s benchmarking team would have to pay specific attention to inventory
management as their business process seems to be the most vulnerable in this segment.
Unlike the inventory management in section 3.2, this kind of benchmarking approach
would cover vide spectre of internal and external components of the company’s business
process, but the path toward improvement would be much longer.
4. Conclusion
HPE is one of the salient players in the IT technology sector. The has company long years
of heritage in the IT technology sector, and its orientation toward networking, cloud and storage
technology and edge computing depicts that the company follows recent trends in IT
development.
The next step in company strategy would be further and more intense involvement in
Blockchain technology as it is gaining more and more popularity on a global scale at an
unprecedented rate. “HPE has already joined, the largest open-source Ethereum-based
blockchain initiative, The Enterprise Ethereum Alliance (EEA)” Coincodex (2017).
Blockchain technology is at the threshold between the infancy and growth stage, so the benefits
from its applications are yet to be seen.
The “black swan “event crippled all small and large-sized companies and HPE was not
immune to it. A sharp rise in raw material inventory illustrated in section 2. depicts that the
SCM management was compensating for the uncertainty caused by the event by increasing
inventories.
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Nevertheless, this research, albeit limited because of lack of information, depicts that
HPE stays one of the market major players and will continue to hold this position.
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5. List of references
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& Management. (11th ed.). Harlow. United Kingdom. Pearson Education UK
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https://www.britannica.com/topic/Hewlett-Packard-Company
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(accessed 05 March 2020)
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from:https://buy.hpe.com/uk/en/options/server-accelerators/computational-graphicsaccelerators-for-servers/computational-graphics-accelerators-for-proliant-servers/nvidiaaccelerators-for-hpe/nvidia-p40-24gb-computational-accelerator-for-hpe/p/Q0V80A
(Accessed: 08 March 2021)
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https://h20195.www2.hpe.com/v2/GetPDF.aspx/c04272890.pdf (Accessed: 08 March 2021)
HPE. (2021f). HPE ProLiant DL180 Gen10 Server QuickSpecs. Retrieved from:
https://h20195.www2.hpe.com/v2/GetDocument.aspx?docname=a00021862enw (Accessed:
09 March 2021)
HPE. (2021f). HPE ProLiant DL180 Gen10 Server [Image]. Retrieved from:
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HPE. (2021g). HPE EDGELINE converged edge systems and ot link. Retrieved from:
https://www.hpe.com/us/en/servers/edgeline-systems.html (Accessed: 10 March 2021)
HPE. (2021h). HPE Sustainable Procurement Framework. Available at:
https://psnow.ext.hpe.com/doc/a00070198enw?jumpid=in_lit-psnowred#:~:text=HPE%20Sustainable%20Procurement%20Framework%20Hewlett%20Packard%
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entally%20responsible%20manner (Accessed: 11 March 2021)
HPE. (2017, October 13). Four Ways to Future-Proof Your Supply Chain. Retrieved from:
https://www.hpe.com/us/en/newsroom/blog-post/2017/10/four-ways-to-future-proof-yoursupply-chain.html (Accessed: 11 March 2021)
HRE Wheels (2018, May 2). HRE Presents | Road to Rimac. Retrieved from
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