In November 2007, the global, cross-functional team in Cisco Systems, Inc sought management approval to begin production of a new router, code-named Viking. The team faced many challenges in running an inexpensive but powerful router for telecommunications service providers. After a major refurbishment project to dramatically increase the speed of the router and the planned capacity, the company had only one year to launch a product, extremely fast graphics. In addition, Cisco wanted to make its debut in China as a low cost manufacturing base for high-end product. He planned to use a contract manufacturer Foxconn Technology Group for the production of machines, although Foxconn has never done such a complex product to Cisco. Foxconn can handle technical complexity? Can Cisco are working closely with Foxconn to mitigate the risks of the project? Can Cisco methodology for introducing new products to rise to the required level of complexity? The case highlights the challenges and complexity of the development and production of complex technology products for the global market. Students believe that it is necessary for the success of new products or NGOs. The case also provides an opportunity to assess supply issues in the company, the outsourcing of production on a global scale. "Hide
by Hau Lee, Maria Shao Source: Stanford Graduate School of Business 27 pages. Publication Date: 05 June, 2009. Prod. #: GS66-PDF-ENG
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