Hewlett-Packard Company Unlocks the Value Potential from Time-Sensitive Returns.pdf

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Hewlett-Packard Company Unlocks the Value Potential from Time-Sensitive Returns.pdf

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Hewlett-Packard Company Unlocks the Value Potential from Time-Sensitive Returns

Vol. 35, No. 4, July–August 2005, pp. 281–293 issn 0092-2102 eissn 1526-551X 05 3504 0281 informs ? doi 10.1287/inte.1050.0145 ?2005 INFORMS Hewlett-Packard Company Unlocks the Value Potential from Time-Sensitive Returns V. Daniel R. Guide Jr. Department of Supply Chain and Information Systems, Smeal College of Business, Pennsylvania State University, University Park, Pennsylvania 16802, dguide@psu.edu Luc Muyldermans Nottingham University Business School, Jubilee Campus, Wollaton Road, Nottingham NG8 1BB, United Kingdom, luc.muyldermans@nottingham.ac.uk Luk N. Van Wassenhove INSEAD, Boulevard de Constance, 77305 Fontainebleau Cedex, France, luk.van-wassenhove@insead.edu Hewlett-Packard (HP) and other companies producing short life-cycle products with rapid value erosion squan- der the opportunity to profit from returned time-sensitive products when they treat them as a nuisance. Instead of focusing on cost minimization and technical quality, they should recognize returns as a value stream and maximize the revenue from smart and fast disposition, proper refurbishment, and prompt resale through the appropriate channels. We worked on a project with Hewlett-Packard’s remarketing group to unlock the value potential of time-sensitive returns. We analyzed data using simple calculations to reveal the major drivers and magnitude of potential value recovery, and we used simple operations research flow models to evaluate new design and policy options for the reverse supply chain. HP benefited from an integrated end-to-end business approach to product returns. Key words : industries: computer, electronic; inventory/production: perishable, aging items. History : This paper was refereed. Early in 2003, we started a project with theHewlett-Packard Company (HP) in Herrenberg, Germany to redesign its European remarketing pro- cesses and improve their performance. HP uses the term remarketing for its reverse supply chain opera- tions. These include organizing product returns fro