Theessence of the benchmarking study conducted for the Multichip Module(MCM) manufacturing organization entails the identification ofguiding initiatives that would facilitate the determination of whichimprovement steps should be pursued. The intention of achieving thesefactors included the fact that the Integrated Components Division(ICD) had earlier launched several development programs with the aimof boosting competitiveness and benchmarking would allow evaluationof the steps they should pursue further. Additionally, the studysought to utilize the results obtained as the foundation fordeveloping a new strategic direction (Shamma and Hassan, 2013). Mostimportantly, the study aimed at building an organization onceconsidered as a manufacturing cost center to one that could expandits potential to generating new commercial opportunities. Accordingto Lloyd, the vice president, to the company envisioned buildingvarious general capabilities that could serve all segments and thestudy would facilitate in unearthing the set of required skills. Healso sought assessment of the progress made in the various periodicimprovement initiatives in the past as well as methods through whichthe manufacturing group could set operational goals on its own(Shamma and Hassan, 2013).
Themain objectives of the report failed to achieve the intended goal inthat there existed various challenges that hindered the evaluation ofappropriate strategies to boost competitiveness. Some of thesedifficulties include the fact that when the benchmarking studyoccurred, the company was only six weeks old and thus lacked adedicated sales force. Additionally, the report failed because thestudy took place when the new marketing personnel encountereddifficulties based on issues such as billing policy, pricing,segmentation analysis as well as sales strategies for externalcustomers (Shamma and Hassan, 2013). Some of these customers includedoriginal equipment manufacturers (OEMs) since the number of clientswere quite a few. Consequently, the study focused on a generalapproach to all segments and thus failed to realize the needs of eachparticular segment such as customer-driven strategies (Shamma andHassan, 2013).
Shamma, H.,& Hassan, S. (2013). Customer‐drivenbenchmarking. Benchmarking:An International Journal, 20(3),377-395. Doi: 10.1108/14635771311318144