乐高集团：外包之旅 Lego Group: An Outsourcing Journey (Simplified Chinese version)

从2004年到2009年，乐高集团经历了一段相当冒险的历程，让世界第五大玩具制造商认识到有效管理全球供应链的重要性。为了度过公司成立约70年来最大的内部财务危机，管理层采取了许多举措，其中一项是决定将大部分生产外包给伟创力 (Flextronics)。为了追求快速削减成本的采购优势，乐高集团除了关闭高成本国家的主要生产部分外，还计划将多达80%的生产授权出去。由于对新的合作前景充满信心，公司与伟创力签订了一份长期合同。然而，事实最终证明，这个决定太草率了。合同签署仅三年后，乐高管理层宣布将逐步停止与伟创力的整个采购合作。采购战略这一突然变化给乐高管理层带来了诸多警告。尽管预测很乐观，但合作并未达到最初的预期，公司需要了解发生这种情况的原因。其次，乐高管理层可以采取什么不同的措施？

The last year's rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world - the LEGO Group - the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in its roughly 70 years of existence, the management had, among many initiatives, decided to offshore and outsource a major chunk of its production to Flextronics. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production besides closing down major parts of the production in high cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. This decision eventually proved itself to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. This sudden change in its sourcing strategy posed LEGO management with a number of caveats. Despite the bright forecasts, the collaboration did not fulfill the initial expectations, and the company needed to understand why this had happened. Secondly, what could LEGO management have done differently?