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The following case study covers Avnet, Inc., a global technology distributor and supply chain service company with a headquarters in Phoenix, Arizona and customers in over 125 countries within North America, Asia and Europe. The case includes a strategic overview of Avnet’s unique 100-year history and transformed business model, while

The following case study covers Avnet, Inc., a global technology distributor and supply chain service company with a headquarters in Phoenix, Arizona and customers in over 125 countries within North America, Asia and Europe. The case includes a strategic overview of Avnet’s unique 100-year history and transformed business model, while also highlighting the company’s current business strategies. The hallmark of Avnet’s growth and success has been through over one hundred mergers and acquisitions which make up Avnet’s 2020 company ecosystem. The strategies presented in this case focus specifically on the automotive initiative, a strong growth area within the semiconductor industry, which consists of a two-part global transportation strategy for Avnet. The strategy accommodates both Strategic Supply Chain customers as well as Strategic Design Change customers, two main transportation customer types. The case then further explores the transformation of Avnet’s automotive strategy team from a regional to global focus. This research is accomplished through a literature review of market research from various sources on semiconductor market trends and best industry practices. The research also investigates the impacts on demand creation for Avnet through customer relationships. In addition to research and analysis, other information included in the case is derived from direct collaboration with Avnet employees on the cross-functional global team and employee interviews. The research and recommendations in this paper are presented with the goal of providing proof of concept on the global automotive initiative for Avnet and will be shared with the strategy team following completion of the case study.
ContributorsStabile, Kristina Marie (Author) / Rabinovich, Dr. Elliot (Thesis director) / Holmes, Nancy (Committee member) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor) / Department of Marketing (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
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Transportation around campus on time is crucial for in-person college students looking to succeed in their studies. Unfortunately, inequities have arisen between the ability of able-bodied students to get to and from class and permanently or temporarily disabled students looking to do the same. ASU’s solution to this problem, the

Transportation around campus on time is crucial for in-person college students looking to succeed in their studies. Unfortunately, inequities have arisen between the ability of able-bodied students to get to and from class and permanently or temporarily disabled students looking to do the same. ASU’s solution to this problem, the Disability Access and Resource Transportation (DART) service, does adequately address the needs of its targeted customers properly. Unfortunately, student surveys and anecdotal evidence from students’ lived experiences have demonstrated that DART often leaves students waiting for more than half an hour for a ride, causes students to miss class, and is altogether unreliable in today’s age where punctuality is key to success. Our goal in our thesis project was to create an equal on-campus transportation playing field for students with and without mobility issues so that a students’ ability to get around campus would never serve as a hindrance to his/her ability to, at a minimum, earn a degree; ideally empowering all students to thrive regardless of their personal circumstances.

ContributorsLu, Sharon (Author) / Vohs, Grace (Co-author) / Habelt, Mark (Co-author) / Pham, Benjamin (Co-author) / Byrne, Jared (Thesis director) / Larson, Wiley (Committee member) / Balven, Rachel (Committee member) / Barrett, The Honors College (Contributor) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor)
Created2022-05