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By: David Rogers and Roger Lee
David Rogers is a director of Insync Supply Chain Management and chairman of Asia Pacific Logistics Federation (APLF), and Roger Lee is the director of the Singapore Institute of Materials Mgt (SIMM) and the vice chairman of the Asia Pacific Logistics Federation ( APLF).
Strategic Opportunities and Decision MakingA Case Study of Apple Computers
Founded on 1 April 1976, Apple Inc. is an American multinational technology company headquartered in Cupertino, California that is concerned with the design, development and sales of consumer electronic products, computer software and online services.
Its best-known hardware/software and services products are:
• Mac PC.
• iPod portable media player. • iPhone smartphone. • iPad tablet PC. • Apple Watch (the SmartWatch). • Apple’s consumer software, including OS-X and iOS operating system. • iTunes media player. • Safari web browser. • iLife and iWork creativity. • Productivity suite. • Its online services, including iTunes Store, iOS App Store and the Mac App Store.
On 25 November 2014, Apple was the largest publicly traded company, exceeding US$700bn. It employs 115,000 employees, its annual revenue in 2014 exceeded US$182bn, and has been voted the most valuable brand in the Best Global Brands report.
Steve Jobs’ strategy in transforming Apple
Steve Jobs was ousted from Apple Computer and he set up NeXT computer. In 1997, Gil Amelio, the head of Apple at that time, decided to buy NeXT and, consequently, bring Jobs back to his company.
Steve Jobs appointed Tim Cook to improve
the company’s distribution and supply system and launched an online store. Steve Jobs reorganised the product mix of the company and restored the system.
Previously it had 15 products, but Mr Jobs subsequently developed only three product lines. These included:
a. A new line of iMacs.
b. A new product, the iPod. c. A new iTunes platform. Steve Jobs’ innovation strategy
Strategic alliance with Microsoft
Steve Jobs and Bill Gates agreed to have powerful strategic alliances, whereby the iMacs can also use Microsoft Windows software, and that Mircrosoft would invest $150 million in the ‘new’ Apple Computer company. This is an important and potent alliance.
Innovation
Steve Jobs needed to build an ‘economy’ around the Apple products, and he realised the power of ‘cloud computing’ – using the ‘cloud’ to create an economy for all Apple products.The cloud platforms would provide the vehicle for success in innovation.
Supply chain effectiveness
The key advantage of Apple is its supply chain effectiveness, and it is clear that this strategy brings about:
• Savings in time and resources through synchronisation of its design and manufacturing processes.
• Savings in cost structure over the product lifecycle of its products.
• Ability to execute speed to market in a fast-moving consumer product company.
• The ease of implementation of strategies through the alignment of business strategy that can ensure high business performance.
Apple is able to utilise an efficient supply chain, whereby the market that has intense competition is unable to compete with Apple. Hence, the other competitors will need to compete with Apple on price; however, Apple will be able to charge a premium over its price, because of the efficiency of its supply chain. It is well known that businesses that compete solely on price will not be able to survive in the longer term.
Jim Cook’s strategy in transforming Apple
What follows is an analysis of Tim Cook’s strategy in the transformation of Apple Computers.
Disruptive acquisition technology strategy by Tim Cook
Jim Cook is constantly reminded of Steve Jobs as an innovator. However, Jim Cook realised that the mobile phone is mature and he will need a new paradigm shift to keep the company’s innovation spirit.
The financial results have proven that Jim Cook is able to set record revenues after Steve Jobs had passed away, and Jim is constantly looking into the aura of innovation, as Jim will need to establish whether the company will still be the best designer globally.
Jim Cook’s relentless strategy to ensure innovation through acquisitions is reflected in the following after Jim Cook’s taking over from Steve Jobs: as of 3 May 2014, Apple had completed 24 acquisitions in various technologies.
Acquisitions focused on big data, mapping technology, display production, digital publishing, and voice technology. Examples: PA Semi, a semiconductor-technology company, whose team went on to develop the proprietary chips used in iPhones and iPads; Siri, a voice-recognition start-up; and a series of mapping start-ups that formed the basis of Apple iMaps. Kill running app on mac computer. Beat Electronics, “so we can continue to create the most innovative music products and services in the world.”
Tim Cook’s acquisition strategy brings to Apple:
• Forward innovation: consistent innovation across all the products.
• Potential customers: bringing in customers using the Apple ecosystems. • Ability to compete with competitors in technology: putting apps in Android Systems.
Competing on capabilities
Apple’s move to Apple2, to iPhone, to iTunes and the App Store gave it the ability to overtake Blackberry with the innovative features of the iPhone and the best of supply strategies.
Apple’s strength is the ability to sell its mobile phone at a profit and succeed in all its capabilities. Apple’s capabilities ensure that:
1. The capability-led transformation will succeed with a clear business outcome.
2. The value chain will be endowed with the ability to gain market share and increase quick product innovation and introduction. 3. The reduction in time-to-market is ensured by the capability-led transformation.
Apple’s value chain under Tim Cook
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The keys to Apple’s value chain is based on important stages.
The design stage encompasses product design and includes research in raw materials, the way the design is manufactured, and how the distribution network would impact upon the ‘cost model’.
The integration of the processes at Apple ensure that Design – Procurement – Production – Global Distribution – End User are integrated.
In the ‘target segment’ analysis, Apple’s unique selling point is to market to those customers who look for customer value proposition, resulting in great customer experience.
Apple’s recurring revenue model is highly successful: the company generated $70bn (2014) through replacing devices and upgrading subscriptions. More than 40% of Apple profits were generated returning loyal customers.
The differing strategies of Steve Jobs and Tim Cook
The table below illustrates the difference in the leadership and strategic direction between the two CEO:
These strategies augur well for a company like Apple in the different stages of its lifecycle. We believe that Tim Cook’s strategy will bring Apple forward in the midst of intense competition, and the main direction of Tim Cook is intensive technology acquisition.
Up to May 2014, Apple had successfully acquired 24 companies. The companies included big data, mapping technology, display production, and digital publishing. The strategy will add value to the company and also fend off strong technology competitors, as the landscape is very fierce in the technology war. This will further result in Apple being able to expand and improve the features of existing products, and, at the same time, develop new products.
The consolidation of the Apple model
Based on the earlier discussion of Steve Job’s and Tim Cook’s strategic directions, this is the model that Roger Lee has developed following the analysis of the future strategic opportunities for Apple Computer.
As Figure 1. illustrates, the integrated supply chain strategy is an important part of the model, bearing in mind that Tim Cook was the senior vice president of logistics and supply chain before he became the CEO of Apple Computer.
Integrated supply chain strategy
For Apple to be successful, it must consider the integrated supply chain model. Owing to high levels of seasonal demand during the December shopping season, Apple has focused on outsourcing its products so that there is a ready pool of suppliers.
The suppliers are of top-notch quality, and replenish Apple’s stocks under a continuous flow supply chain model. This fast supply chain model can help Apple to anticipate demand and also help in the synchronised sales and operations planning (S&OP) process.
Apple develops only a few strategic products, hence it can use ‘standardisation’ of raw materials and achieve economies of scale for cost reduction. Apple can thus sustain a quick turnaround owing to a fast product life cycle. Batch sizes are large and Apple can manufacture several batches using the same SKU during the production process.
The ‘continuous supply chain’ model adopted by Apple can help ‘make to stock’ and accordingly, competitive positioning is based on offering a continuous replenishment system resulting in competitive positioning, owing to 1. high customer service levels; 2. low inventory levels at warehouse facilities, and 3. it will result in the achievement of optimisation of costs relevant to optimised inventory.
Apple utilises the ‘agile supply chain’ model, in which it is useful for companies that manufacture products using the ‘make to order’ system for each customer. This will avoid manufacturing products that will become obsolete inventory in the future.
Business model innovation (BMI)
Apple Computer is very systematic in terms of business model innovation, especially in the areas of digital music through the iTunes development. Its success in iTunes has disrupted many brick-and-mortar businesses that have gone out of business, such as Virgin Records and HVM labels.
The ability of Apple to design products that are ‘simple’, known for their ‘simplicity’ in the ability for users to be able to use the products without the need for any training or ‘how-to’ manuals. The product is so simple that whoever gets hold of Apple’s product, they can use it instantaneously.
Vertical integration for competitive advantage
The power of Apple Computer is that it has all five companies wrapped into one single, powerful thrust company.
Apple’s vertical integration of five industries with multi-segmentation consists of:
1. The hardware company with iPhone, iPod, iMac and iWatch.
2. A software company. 3. A services company.
4. A retail company.
5. A finance company, with Apple Pay.
Most technological companies have only one or two businesses that are vertically integrated; however, Apple Computer has five different verticals in the industries. The power of Apple being vertically integrated is in that it does control the value chain that makes and sells the products.
Apple builds hardware to power up its own hardware system, and it owns the core software that can be developed into its own economy. Apple is able to optimise its hardware and software, with which it can create millions of subscribers to be linked to iTunes and iCloud. The final Apple control system is selling through its retail stores.
Apple competitors that are vertically integrated include Dell, Motorola and Samsung, and they are using Microsoft or Google software such as Windows or Android, and other added carrier services. Apple competitors then market their products through other distributors or retail stores, such as Amazon or Walmart. In this regard, Apple has no competitors in having such a vertically integrated system.
Figure 2. reflects on Apple’s vertical integration and those aspects of its strategy that enable the implementation of outsourcing. The success of Apple’s processes depends largely on how they manage integrated supplier relationships.
Apple’s integrated supplier relationship involves the following sequence:
1. Apple’s early supplier involvement (ESI).
2. Close relationship in the whole value chain, especially suppliers from around the world. 3. The reverse logistics program, which ensures customer satisfaction. 4. The warehousing system, with 3PL and 4PL.
5. Outstanding results, causing Apple Inc. to be dubbed the “King of Outsourcing”.
The future of Apple Computer
For Apple, the future of the personal computer and all the Apple products is creating a big economy within its ecosystems. This is reflected in the Apple Watch and also the Apple TV, and the newly developed Apple Car (yet to be released).
The premise is that the bond between the smart device and its user will disrupt all existing technologies available, and therefore car manufacturers, watch manufactures and TV manufacturers are now very nervous.
Every product Apple sells is now linked to all of its other products, e.g. the Apple Watch to the iPhone, and in future the Apple iTV will be linked to the iPhone and Apple Watch, and the payment gateways are all linked to the iPads, iPhones and iPods. All the accessories of Apple will now work together seamlessly, offering a value chain with which no other company can compete.
The high reliance of integration and sourcing partners would provide high risks for Apple. The risks include:
Integrating suppliers risks
Global economy: The global trade and currency fluctuations could affect the company.
Distribution: re-sellers may also distribute products from competing manufacturers.
Inventories: the danger of obsolesce, and inventory exceeding the anticipated demand.
Customised components: danger of single sourcing.
Disaster: supply chain disruption by disasters that can affect production.
Logistics issues: the company depends on logistical services provided by outsourced partners.
Apple has the iCloud platform set up in the cloud, and its machines are always faster, better, lighter, sharper and mostly sexy in their designs, and hence it is indeed so very difficult for others to compete with Apple Computer.
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Over the past few years, open source decision tree software tools have been in high demand for solving analytics and predictive data mining problems.
Decision trees are a popular type of supervised learning algorithm that builds classification or regression models in the shape of a tree (that’s why they are also known as regression and classification trees). They work for both categorical data and continuous data.
On this page, we collected 10 best open source license classification tree software solutions that run on Windows, Linux, and Mac OS X.
1. Weka
This is a Java-based free and open source tool for Windows, Linux, and Mac OS X. Weka is a powerful collection of machine learning algorithms for data mining purposes.
The algorithms can be applied directly to a dataset as well as called from Java code. Weka contains tools for classification, regression, visualization and clustering, and association rules.
Moreover, Weka has free online courses that teach machine learning and data mining using Weka.
Website: https://www.cs.waikato.ac.nz/
2. KNIME
KNIME Analytics Platform is one of the best open solutions for data-driven innovation. The platform is fast to deploy, easy to scale, and very intuitive to learn.
KNIME will provide you with 1500 modules, hundreds of ready-to-run examples (including decision tree examples), a variety of integrated tools, and an extremely wide choice of advanced algorithms. Great software for any data scientist.
In addition, KNIME has great examples of how to build prediction or classification model using a decision tree algorithm.
Knime is available for Windows, Linux, and Mac OSX.
Website: www.knime.com
3. Rapid Miner
This is a very powerful and popular data mining software solution which provides you with predictive advanced analytics. And it is one of the best open source decision tree software tool with no-coding required.
Written in Java, it holds a variety of data mining functions such as visualization, data pre-processing, cleansing, filtering, clustering, and predictive analysis. Its Decision Tree operator generates a decision tree model, which can be used for classification and regression.
Also, it is easily integrated with WEKA.
Rapid Miners runs on Windows, Linux, and Mac OSX.
Website: https://rapidminer.com
4. SilverDecisions
SilverDecisions is a free and open source decision tree software with a great set of layout options. It is a specialized software for creating and analyzing decision trees.
The decision tree can be easily exported to JSON, PNG or SVG format.
In addition, they will provide you with a rich set of examples of decision trees in different areas such as research and development project decision tree, city council management software and etc.
The software works on Windows, Linux, and Mac OS X.
Website: http://silverdecisions.pl/
5. Orange
Orange is a free and open source data visualization software and machine learning tool for novice and expert. Orange will surprise you!
It allows you to explore statistical distributions, box and whisker plots, scatter plots, or dive much deeper with decision trees, heatmaps, MDS, hierarchical clustering, and linear regression models.
In addition, Orange graphic user interface allows you to focus on exploratory data analysis instead of coding. Orange is used for teaching at schools, universities and in professional training courses all over the world.
When it comes to decision trees, Orange has numerous implementations of classification tree learners: TreeLearner, SimpleTreeLearner, and a C45Learner.
Orange works on Windows, Linux, and Mac OS X.
6. SMILES
SMILES is an open source machine learning software system that incorporates different features from other machine learning techniques and paradigms and, more importantly, it presents several innovations in almost all of these features.
SMILES extends classical decision tree learners with new splitting criteria, new partitions, non-greedy search, extraction of several and different solutions.
Its applications are basically data-mining and any other machine learning task where decision trees could be useful. SMILES can also extract comprehensible models from ensembles of classifiers or from neural networks (through mimicking).
The software has been checked on several Intel-based machines (PCs) under different versions of Linux and Ms. Windows.
Website: http://users.dsic.upv.es
7. Scikit-learn
Scikit-learn is a simple but efficient machine learning library for Python and an open source tool for data mining and data analysis. It is accessible to everybody and reusable in various contexts.
It includes a wide variety of algorithms and methods, and decision tree classification is very well supported. Scikit-learn features tree algorithms: ID3, C4.5, C5.0, and CART.
Scikit-learn makes it easy to create classification tree that predicts the value of a target variable by learning simple decision rules inferred from the data features.
Runs on Windows, Mac, and Linux.
Website: http://scikit-learn.org/
8. OC1 Decision Tree Software System Software to force uninstall programs.
An open source decision tree software system designed for applications where the instances have continuous values (see discrete vs continuous data). The OC1 software allows the user to create both standard, axis-parallel decision trees and oblique (multivariate) trees.
OC1 has been used for classification of data representing diverse problem domains, including astronomy, gene finding, and others.
OC1 is written in ANSI C, and combines a variety of features designed to support flexible experimentation on a variety of types of data. It provides support for cross-validation experiments, generation of artificial data, and graphical display of data sets and decision trees.
Website: http://www.cbcb.umd.edu/
9. Simple Decision Tree
This is an Excel Add-in released under the terms of GPL v3 with additional permissions. It is initially created for the Stanford Decisions and Ethics Center and open-sourced it for the Decision Professionals Network.
It is good if you need a really simple open source decision tree solution.
Website: https://sites.google.com/site/simpledecisiontree/
Decision Making App Mac Pro
10. Rattle
Rattle is a popular GUI for data mining using R. It is also a great solution when it comes to open source decision tree software. The tool runs on Linux, Mac OS, and Windows.
Rattle is a powerful tool that presents statistical and visual summaries of data, builds both unsupervised and supervised machine learning models from the data, presents the performance of models graphically and etc.
Except for business and commercial enterprises purposes, Rattle is used also for teaching in Australian and American universities.
In addition, Rattle has a number of decision tree examples you can use.
Decision Making Application
Website: https://rattle.togaware.com/
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