Lenovo 3 Slides Presentation for Business

lenovo

1. Introduction: Digital Transformation Challenges faced by Lenovo's supply chain during the early days of the COVID-19 pandemic which caused supply chain disruptions due to increased demand for personal computers (surged 15% in 2021) while facing critical bottlenecks for component suppliers, manufacturing centers and logistics provider. Quote by Paul J. Walsh, Global Chief Digital Officer, Lenovo The importance of rethinking business models, processes, and culture Lenovo recognized the need for a digital transformation to adapt to the rapidly changing landscape and maintain its leading position in the personal computer space. Lenovo’s approach to create a Supply Chain Intelligence (SCI) platform, reflecting a strategic shift towards more effective and efficient global supply chain management . L enovo computer global shipment and market share increase in 2021 (compared to 2020)

2. About Lenovo Origin and history of Lenovo Lenovo was established by a team from the Chinese Academy of Sciences in 1984, originally named Legend, focusing on importing and inspecting televisions before transitioning into the computer market. Eventually, the company rebranded to Lenovo and expanded globally, becoming a well-known brand in consumer electronics. By the fiscal year 2020–2023, Lenovo had become a Fortune 500 company serving 180 countries, with revenues exceeding USD 70 billion, and holding a significant market share of 24.6% in the personal computer market as of 2021. Transition from Legend to Lenovo in the Global Market The transformation from Legend to Lenovo marked a strategic pivot towards becoming a major player in the global market. This included the acquisition of IBM's personal computer business in 2005 and later the x86 server business, solidifying Lenovo's position in both personal computing and corporate server sectors. Other notable acquisitions include the cloud services provider Stoneware and the Moto line of smartphone technologies from Google . Lenovo become the largest maker of personal computers in the world in 2015, 3 rd in smartphones and tablets. Lenovo's 3S Strategy and "Smarter Technology for All" Vision Lenovo’s strategy revolves around the concept of "Smarter Technology for All," supporting its 3S Strategy: Smart IoT (Internet of Things), Smart Infrastructure, and Smart Solutions. To facilitate this, Lenovo created three business groups: Intelligent Devices Group (IDG), Infrastructure Solutions Group (ISG), and Solutions and Services Group ( SSG) Lenovo envisions itself as a leader in delivering comprehensive smart IoT , infrastructure, and vertical solutions to enable better decisions with the availability of devices, real-time information, and smart verticals, integrating different technologies to offer a seamless customer experience. Personal Computer Global Shipment (2009 – 2021)

3. Pre- Covid : Supply Chain Challenges Complexity and costs in Lenovo’s expanding business Before the COVID-19 pandemic, Lenovo's global supply chain faced challenges that stemmed from the complexity and cost of its expanding business. As Lenovo's businesses and product lines grew, so did the complexity and costs, along with the demand to innovate and offer competitive products. Managing a varied and geographically dispersed supply chain, Lenovo had to deal with different production capacities and inventory levels, causing difficulties in achieving a uniform supply chain velocity. This situation led to a need for Lenovo to focus on digital transformation and optimization of its business processes as a leading technology provider. Legacy issues in global supply chain management The need for a unified view of demand and production capacity To address the challenges, Lenovo envisioned a supply chain digital transformation solution for its core line of personal computer products and semis. This solution would integrate and analyze real-time data from across the spectrum of products, demand, and production capacities, creating a more agile and responsive supply chain capable of making consistent production decisions across its major manufacturing facilities worldwide. The goal was to maintain rigorous quality and service standards despite the demand variations and to leverage the bargaining power of being a significant player in the electronics industry.  

4. Contoh Slides Style Under Article 6 of Paris Agreement, “corresponding adjustments” was set to prevent double counting for carbon credit for international cooperation. When Indonesia transfer emission units to other buyer country, Indonesia shall be the one that subtract those emissions from the emission target, while the buyer country shall add those emission to their emission target. This mechanism ensures that the emission reduction is only counted once in the cross border transaction. Protecting the livelihoods of communities and workers in affected sectors due to JETP investment program. Support global trajectory of keeping 1.5 degree celsius global warming limit with reach. Accelerate the development of RE sources for providing cleaner energy to power sector. Positive Sides Risk of double counting in carbon credits due to 2 parties involved could undermine the integrity of carbon market. Over-promising and under-delivering of JETP program could harm the investment climate in RE. Dependance on external funding and technology. Develop robust policy system to enhance the credibility and global acceptance of Indonesia’s carbon market. Apply “monev” (monitoring, evaluation) system to track the JETP program progress identify area of improvement. Seek the funding from diverse sources and divide the development phase of RE in more realistic ways. Negative Sides Mitigation Proposal

5. The money, time and resources required to execute CIPP leaves unnecessary investment e.g. aggressiveness on the geothermal capacity expansion plan of 2.5 GW by 2025. Commercial loans are expected to account for the majority’s share of funding. Out of the promised $21.6 billion, only $160 mio is in the form of grants. MESDM estimated that $10 billion will be from commercial loan, but the interest rate is not revealed yet. JETP funding is not an incentive , but rather a loan. CIPP priority projects shall be commercially viable to get the funding. CIPP sets geothermal power capacity to be double from 2.3 to 4.8 GW by 2025 despite add. geothermal power generation capacity never exceed 200 MW per year during 2019-2023. Over-promising & under-delivering could harm Indonesia’s investment climate in geothermal sector. CIPP used over-optimistic projection used e.g. 5.8% energy demand growth and 40% of CIPP projects were not aligned with RUPTL. Contoh Slides Style