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Hp Deskjet Supply Chain Analysis

HP Deskjet Printer Supply Chain Case Analysis – This case study deals with Hewlett-Packard (HP), a famous manufacturer of computers and peripherals. In the early 1990s, HP faced a so-called “Inventory/Service-Crisis” concerning one of their high volume products, the DeskJet printer. Despite growing inventory levels at the distribution centers in Europe and Asia-Pacific, customer service levels were unsatisfactory.

Affected by growing competition this problem had to be handled quickly.Brent Cartier, Manager for Special Projects in the Materials department of HP Company’s Vancouver Division, had tried his best to find the possible solutions of the issues related with inventory of DeskJet printers that were arisen at world level specially, at Europe. He had short time for these tasks because preparation was needed to be done for Monday’ s meeting with Group Management on worldwide inventory levels for the DeskJet Printer product line.Finally, opinions and reactions of different company divisions concerning the implementation of DC localization are analyzed. Although HP’s new inkjet printers were selling well, inventory levels worldwide were rising as sales rose. In Europe, high product variety was making inventory levels especially high.

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Recommendations:

? There is no coordination among channel members so HP must improve this deficiency through information flow.
? DC localizations ? To reduce lead time, Air transportation can be considered as suggested by traffic manager Kay Johnson.
? R;D team can visit the markets of Europe and Asia Pacific to understand the customer needs and for demand analysis.
? Improve forecasting by adopting contemporary strategies.

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Customer at a glance, hp inc. creates technology that makes life better for everyone, everywhere. through our portfolio of printers, pcs, mobile devices, solutions, and services, we engineer experiences that amaze., the challenge, “when designing and manufacturing large-format printers, we’d usually use injection molding and machining for parts. at low volumes, these traditional techniques might not be worthwhile. we wanted to reduce the cost while also improving the speed and flexibility of our design process” , says alejandro bonillo, hp production printing mechanical engineer., download the case study to find out how hp used hp multi jet fusion technology in its own 2d printers to help reduce costs and innovate more quickly..

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HP DeskJet Printer Supply Chain Case Solution For fulfillment of the course on Operations Management

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Background and Aim: The Indian and global poultry industries suffer significant economic losses due to Mycoplasma gallisepticum (MG) and Mycoplasma synoviae (MS) infections, which adversely affect egg production, hatchability, weight gain, and feed efficiency in farms, thus decreasing the overall production efficiency. This study aimed to determine the percent positivity and phylogenetic analysis of MG, MS, and co-infection of both mycoplasmas in commercial poultry farms across different states of India from 2017 to 2021. Materials and Methods: A total of 3620 tracheal or choacal swabs were collected from breeder and layer farms showing clinical signs of avian mycoplasma infections from commercial poultry farms across India, and the percent positivity for MG, MS, and co-infection of both mycoplasmas were determined by Polymerase chain reaction using the 16S rRNA and vlhA genes amplification, respectively. Phylogenetic analysis was carried out by sequencing the mgc2 and vlhA genes of 2 samples of MG and 24 samples of M. synoviae to gain insight into the genetic variability of Indian strains. The data were then compared with other Indian strains, vaccines strains, and strains from other countries. Results: Our data shows the percent positivity of MG, MS, and co-infection of both MG and MS was 6.43%, 23.61%, and 15.49%, respectively. The phylogenetic relationship between MG and MS was determined using the vlhA and mgc2 genes, revealing two samples of MG and 24 samples of MS clustered with other Indian strains. M. synoviae MSM22 and previously studied M. synoviae MGS 482 clustered with vaccine strain M. synoviae MS-H. Conclusion: Mycoplasma synoviae infections in breeder, layer, and in both is predominant compared to MG across the states investigated in India. Sequenced samples of MG and MS showed evolutionary relationships with the previously studied Indian strains of MG and MS. These findings support our view that monitoring chickens for avian mycoplasma infections are of paramount significance. It further lends credence to the contention that such information will pave the way for the development of a home-grown vaccination control program and thus safeguard the poultry sector against mycoplasma infections.

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Hewlett-Packard Co.: DeskJet Printer Supply Chain (B)

By: Laura Rock Kopczak, Hau Lee

Supplements the (A) case.

Length: 2 page(s)
Publication Date: May 11, 2001
Discipline: Operations Management
Product #: GS3B-PDF-ENG

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May 11, 2001

Discipline:

Operations Management

Industries:

Publishing industry

Stanford Graduate School of Business

GS3B-PDF-ENG

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HP Company: DeskJet Printer Supply Chain Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> HP Company: DeskJet Printer Supply Chain

HP Company : DeskJet Printer Supply Chain Case Study Solution

Hp deskjet supply chain.

It is imperative to note that the supply chain of HP comprised a network of the distribution centers, manufacturing sites, suppliers, customers and dealers. The HP supply chain has been strengthening the market leading position of company on continuous basis in personal system and printing system, which in turn helping the company to better deliver for the customers on the day to day basis. The company’ supply chain is significant for its customers since the way it interact and communicate with customers and taking, updating and delivering orders drives the customer satisfaction to greater extent.

In addition to this, the effectiveness of the HP’ supply chain can be measured via two key stages in the manufacturing process namely Final Assembly and Test (FAT) and Printed Circuit Assembly and Test (PCAT). FAT is to verify that the components and a system itself function properly, it assemble the sub assemblies such as key pads, cables, motors, skins gears, plastic chassis and the printed circuit assemblies so that the workable printer is produced. In contrast, the Printed Circuit Assembly and Test (PCAT) involves the testing and assembly of the variouselectronic components. The company source components required for FAT and PCAT from external suppliers and other HP divisions. Due to these manufacturing stages, the one week is the average factory cycle time. Also, the transportation is about 24 hours from Vancouver to the US DC and from Vancouver to Europe and east DC is 4 to 5 weeks.

The company has also introduced just in time (JIT) strategy which is based on the historical demand or sales forecast. This strategy is reliant on make-to-stock and target inventory level which is achieved by adding the safety stock and forecasted sales. Furthermore, there are three major sources of uncertainty which are highly affecting the HP supply chain including;

Incoming material delivery (wrong part, late shipment)
Internal process (machine down times, equipment efficiency)

The demand has impact on inventory and incoming material delivery and internal process has impact on manufacturing lead time.

Solutions Based On Customization or Localization

One of the solutions is the use of air transportation to ship the products to Europe. The company tends to sell the DeskJet in Europe which needs customizing the printer so that it would meet the language of the local countries& power supply requirements. It is important for the company to focus on the localization at the DC in order to reduce the cost at the manufacturing site and it should proceed with the localization of DeskJet printer in the DC. This in turn would allow the company to reduce the shipping cost and put major emphasizes on the local needs in each of its DCs. Additionally, the localization would improve the level of inventory and it would cost the company in terms of decreased holding cost and unchanged shipping cost, inefficient performance with Europe DC (causing time, human capital and extra process).

To sum up, it is to conclude that HP Company was founded in 1939, which manufactures peripherals and computer products. It introduced Deskjet printers in 1988. In early 1980s Canon and HP pioneered the inkjet technology. The manufacturing cycle time have reduced from 8-12 weeks to 1 week and average inventory reduced from 3.5 months ti 0.9 month. The Final Assembly and Test (FAT) and Printed Circuit Assembly and Test (PCAT) are two stages in the manufacturing process.A company source components required for FAT and PCAT from external suppliers and other HP divisions. There are three major sources of uncertainty which are highly affecting the HP supply chain including; Incoming material delivery (wrong part, late shipment), Internal process (machine down times, equipment efficiency) and Demand.

In addition to this, the company had to minimizing the inventory, improve the forecast accuracy and reduce the uncertainty caused by the incoming material delivery, provide the high level of service and determine the right inventory level (best safety stock amount).It is important for the company to focus on the localization at the DC in order to reduce the cost at the manufacturing site and it should proceed with the localization of DeskJet printer in the DC. The localization would improve the level of inventory and it would cost the company in terms of decreased holding cost and unchanged shipping cost, inefficient performance with Europe DC (causing time, human capital and extra process).

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Hewlett Packard: Supply chain, the great enabler

HP EMEA’s supply chain continues to strengthen the company’s market leading position in printing and personal systems, helping it to better deliver for customers on a day-to-day basis. Listed at number 17 in Gartner’s top global supply chains, the combination of agility, brain power and strength is paying dividends for all stakeholders.

“Firstly, our supply chain is important for our customers. The way we interact with customers, and take, update on and deliver orders is driving customer satisfaction,” says Volker Schmitz, vice president and head of EMEA Supply Chain at HP Inc. His mission: for the supply chain to go above and beyond for customers, delivering a competitive advantage for HP’s business and its partners.

On November 1, 2015, after 76 years of innovation, the printing and personal systems divisions became a standalone business as HP Inc., with servers, storage, networking and services forming Hewlett-Packard Enterprise.

Such has been the seamless transition to what is now HP Inc., it is testament to the multifaceted and hugely complex work carried out by a company-wide cross-functional team that the business, and therefore customers, have suffered no disruption. In fact, the company’s global market position has actually strengthened over the course of the past year.

“The separation was the greatest cross-department collaboration the company has ever seen,” Schmitz explains. “The complexity was simply huge. Within Supply Chain we have changed so many structures, systems, logistics routes, supplier relations and organizational structures, and to do it in under a year was a huge achievement for the company.” HP also had a 76-year legacy to honour, an identity and hallmark of quality that is vitally important to keep intact.

Transition complete, the new company is already starting to reap dividends from a more flexible, agile supply chain setup, backed up by what is still a $48+ billion Fortune 100 organisation. “What has changed the most is our agility and how we are running our company,” Schmitz adds. “Before the separation our strategy was extremely broad, ranging from cloud services and software to various products, but now we are focused on two major franchises – personal systems and printing.”

With fewer organisational layers to navigate, quick decision making between strategically-aligned senior management has facilitated flexible, rapid development. A more nimble employee base of approximately 50,000 compared to 300,000 under Hewlett-Packard has also helped create a leaner organisation.

If HP needed any more proof that progress is being made, Gartner has listed its global supply chain as the 17th best in the world with a perfect 10 in corporate social responsibility, identifying the company as a long-term leader in this area. Not only is HP delivering satisfaction for customers receiving its products, but also economic and social empowerment for the communities in which it operates.

The great enabler

The supply chain is an important enabler in a number of areas, from customer satisfaction and cost effectiveness to cash flow and sustainability.

The ultimate result of a world class supply chain operation is to deliver numerous benefits to customers in terms of efficiency, reliability and cost, whether these be corporate clients running large scale business operations or a consumer ordering the latest HP PC or printer.

Schmitz and his team keep close tabs on net promoter scores, which assess the likelihood of customers recommending and promoting HP to others. What they have found is a clear correlation between improvements in speed and predictability of the supply chain and boosts in this customer satisfaction metric.

A key part of this is engagement between HP’s operational teams and its customers. Through continual dialogue and feedback, the company is able to communicate clarity and ensure reliability and responsiveness in its service. Strong customer engagement has doubtlessly lead to enhanced net promoter scores across the organisation.

Internally, HP’s supply chain is an enabler of cost effectiveness and ultimately increases in margins and profits. “We are in a business which does not allow mistakes on pricing,” Schmitz adds. “Our margins can be tight, so we are very focused on costs and making savings every day and every week.

“Cash flow is a big focus for us as well. It is not just about how we manage our inventories but also about how we manage our suppliers and customers. Cash is king and there are times where this is as important as cost reductions.”

Personal systems and print powerhouse

The ultimate consequence of continuous supply chain improvement is that HP can now deliver to customers its best ever product portfolio. It is the worldwide leader in commercial PCs, workstations and printing, and outright leader for all PCs and printing in EMEA.

Add to this renowned graphics solutions and rapidly-growing 3D printing prowess, and it becomes clear that the supply chain requirements to fulfil this stature are formidable.

Schmitz explains: “Although we have just two distinct franchises, the variety of products and consequent supply chain needs are huge. Within printing we start with volume printers and corresponding supplies, and end up with graphics solutions and now 3D printers. A 20-metre long printing press will require a very different supply chain compared to an ink cartridge that we sell millions of every year. Within Personal Systems we have high volume PCs and customized solutions, to high end workstations and accessories, which require targeted supply chain solutions.”

HP’s supply chain scale

To grasp an idea of the sheer scale of the supply chain operation required to keep HP’s global engine room running, Schmitz breaks down oft-cited annual numbers into facts and figures by the minute. Every 60 seconds the company ships 35 PCs, 26 printers and 280 ink and toner cartridges into more than 100 countries in Europe, Middle East and Africa – a supply chain which does not sleep.

“We can talk about billions of dollars and millions of units over the course of a year, but something more tangible to grasp the scale of HP’s supply chain is to picture what we ship in a single minute,” Schmitz says. “This is operating 24/7 and needs to be active 365 days a year.”

Orders are manufactured by a network of factories across the world, with the company’s largest factory base being in Asia. Regional factories nearer to key customers handle more specific, complex requirements. Distribution is handled through a network of distribution hubs and subcontracted logistics activities. Centres of excellence right across EMEA, staffed by hundreds of workers, manage this huge supply chain.

A considerable amount of activity is outsourced via several vital partnerships with big manufacturing and logistics companies. A very early adopter of the outsourcing concept, Schmitz believes that this is a crucial component in HP’s ability to achieve scale and remain agile.

Corporate citizen

The environmental and social sustainability performance of HP is another area which stems from its supply chain, recognised by Gartner with a perfect 10 rating for Corporate Social Responsibility.

Environmentally, the company has three major goals in place to achieve by 2020. These include commitments to using 40 percent renewable energy in global operations with a long term goal of 100 percent, zero-deforestation associated with HP paper and paper-based packaging, and a 25 percent reduction in its product portfolio’s greenhouse gas (GHG) emissions intensity compared to 2010. The supply chain is already one step ahead in this regard; HP’s supply chain is already 20 percent less GHG intensive than it was just six years ago.

HP is also reducing the environmental footprint throughout both its value chain and product lifecycles by shifting both product design and business models toward a materials- and energy-efficient circular economy. HP innovations that support a circular economy include core technologies such as inkjet and LaserJet cartridges made with closed loop plastics and breakthrough technologies like 3D print solutions as well as transformative business models that offer printing and personal systems as ongoing services rather than products to buy and replace.

On the social side, HP has a vital role to play in the communities it is present. This is no more apparent than in China, where much energy has gone into boosting economic areas inland. Schmitz explains: “We have been working closely with the Chinese government to establish economic activity inland, as historically a high proportion took place on the coast. We piloted the first factory inland which actually turned out to be a far better setup as workers don’t need to relocate for their jobs, and the area benefits from the development both of the factory itself and surrounding infrastructure.”

Such infrastructure includes the development of what is known as the new Silk Road, a train route connecting inland China with Duisburg in Germany, via Kazakhstan, Russia, Belarus and Poland. Opened in mid-2011, the line now carries up to five trains a week full of HP goods, greatly reducing turnaround times and cutting costs. And HP continues to pursue further development of this route. Recently, printers produced in southern China are also shipped via this route.

HP has also been championing the rights of workers in the supply chain for decades. For instance, in China the company has been working with its manufacturing partner to ensure legal rights in areas such as overtime payments. “Sustainability has been one of the best kept secrets about HP, but Gartner has rightly pointed it out as an area where we excel,” Schmitz says. “The big commercial customers are very conscious about where their goods come from and more and more this is becoming a key part in contractual agreements.”

In Europe, HP was in a leading position in supply chain management when it became visible in the revitalisation of the Greek port of Piraeus. Schmitz continues: “In the past all of our sea freight into Europe went via Rotterdam, but several years ago we identified an opportunity to go via Greece and worked closely with our partners to develop the harbour. We have used that base to reduce costs and turnaround times while also supporting the local economy.”

5 pillars of success – Customers first

The success criteria for a supply chain are often measured with financials, however for HP it is determined by the satisfaction of customers. And this means catering to wide ranging set of requirements.

Schmitz explains: “Different customers have different expectations, for example we know that big corporate customers want something different than a European retailer in our distribution channel. In some areas predictability is the key to customer satisfaction, in others it is about speed or special services. As well as using our own internal metrics, we communicate a lot with customers about their metrics of evaluating us to see whether we are performing the best we can.”

In recent years a concept of a ‘perfect order’ was introduced, which not only measures delivery performance but also follows the concept of the right product, at the right time, in the right quality and with the paperwork at the customer. A series of projects triggered strong improvements in the performance towards customers.

Some supply chains are more internal, however reaching out directly to customers helps HP to bring more external perspectives into the supply chain. For instance, managers in Schmitz’s team are all made an operational sponsor of a corporate account, which involves direct interaction with key customers to further improve the service provided to them.

Operational excellence

“First and foremost we need to run an operation that is the best it can possibly be, and there are many ways you can look at this,” Schmitz says.

A supply chain function will never operate at its best when not closely embedded into business processes and functions. It is key to be a reliable partner for internal stakeholders to deliver on their objectives such as revenue and market share. In addition, it is also about influencing other functions on programs which improve the end-to-end process, such as projects around forecast accuracy.

“On the one hand we can judge by our success in the market, which proves we can deliver the 35 PCs every minute. But on top of that we need to look at how we deliver those 35 PCs – you could simply do it with a lot of firefighting, but we are firm believers in strong process management.”

This means drawing on a network of experts who own various processes in the supply chain. For each process HP has identified a process manager who is always looking for ways to improve, using all available metrics to make informed decisions.

Automation is another area which is helping HP boost operational excellence. Robotics and smart automation techniques hosted in the cloud are taking on manual, repetitive tasks, cutting out human error and speeding up important processes. Around 300 such smart robots are currently operating at HP worldwide.

World class financials

“A supply chain is not just responsible for simply producing and delivering, but doing so within a sustainable cost frame. We are in a business where competition is tough and products can change every two or three months. Whether it’s planning, sourcing, producing or delivering, we have functional owners who operate with the mantra ‘make it better’, finding new opportunities to save money on a component wherever they can or improve processes to reduce costs or improve cashflow. This ultimately helps us to have competitive prices on the market.”

“For me this is a triangle made up of inventory, costs and customer satisfaction, and balancing on the tips of this triangle is what we must do,” Schmitz adds.

A winning team

Continuous development of employees makes up the fourth pillar. Employees based in European centres of excellence pool together knowledge from different functions into one place, which is backed up by extensive training programmes.

“In supply chain it is very important that we have specific skills and capabilities, and to ensure that we have very targeted development programmes, whether it be on analytics and spotting trends in data or being certified to run big projects,” Schmitz says.

“As a company we have a new learning concept which involves a greater focus on interactive ways of learning, not just training classes but online support and groups which connect people looking for the same outcomes.”

Futureproof through innovation

Finally, and perhaps the most significant in terms of strengthening HP’s position at the front of the printing and personal systems industry, is supply chain innovation. “To operate a supply chain as described, it is also important to spend sufficient time and energy on innovation and improvements – this is what often is called ‘Bi-modal’, Schmitz continued.

One example in a series of initiatives to drive innovation is Instant Ink, a new subscription service to cater for replacement ink supplies. Customers pay a monthly fee and in return receive ink as soon as the printer communicates to HP that it is running low – this ensures a continuous supply of ink while removing the need for clients to manually order.

Schmitz explains: “If you have a printer and run out of ink the usual step is to visit a contract supplier or retailer to acquire more, but we are asking why this can’t be done for you. We started this in several countries and are seeing huge growth rates and, because it is so easy, customers continue using it. It is one of the fastest growing web services in the world – and for us it is like a digital supply chain.”

In the future, Instant Ink is likely to fill printers made with components that have themselves been printed. While 3D printing is not new for HP, the latest product launches are based on technology that the company has developed in-house with its own intellectual property.

There are many implications for the supply chain when launching new categories like 3D printing, where a new ecosystem will need to be generated with a new supplier network.

“The really compelling thing is that we have started to 3D print components for our own printers,” Schmitz says. “There is no reason why we can’t print plastic components and when we started to change the design of those plastics, it has helped us to realise strong cost savings. We believe this can change the way manufacturing is done in the world, and HP is in a position to lead the growth of this. We are partnering with companies in sectors such as automotive, fashion and chemicals to explore opportunities and speed up this development.”

It is innovation in areas such as subscription printing and 3D printing technology that will allow HP to maintain its global market-leading status, with Schmitz determined to deliver this at a sustainable cost and at speed.

He adds: “The quicker and cheaper we can develop this, the more we can increase volumes and make it a profitable venture. We did this with thermal inkjet printers decades ago, and we can disrupt the market again.”

Continual innovation in the supply chain will be key to enabling HP to further improve customer satisfaction levels in the months and years to come, maintaining a competitive advantage not only for itself but also its network of partners around the world

Beroe: Powering Smarter Sourcing Decisions in Procurement Supplier Relationship Management (SRM)
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Beroe: Powering Smarter Sourcing Decisions in Procurement
Ernest Nicolas Supplier Diversity

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Building the supply chains of the future.

Ernest Nicolas, Chief Supply Chain Officer

September 23, 2022

One of the pandemic’s clearest lessons to business is that global supply chain strategies must be more flexible and agile. For the past several years, macroeconomic-driven business dynamics have forced global supply chains to be redefined and reshaped across every industry.

Many supply chains are still designed extremely lean to maximize efficiency. While lean supply chains strive to constantly reduce lead times and inventory, incentivizing a race to the lowest-cost option, the pandemic exposed the importance of building resilience into these historically lean supply chain models.

Cost is, and always will be, a critically important consideration, but supply chains must find the right balance of efficiency and resilience to mitigate future disruption. In many ways, supply chain resilience can be viewed like insurance. The idea is to minimize the impact of potential points for failure in the supply chain. At the same time, more customers have heightened requirements for sustainability. They want manufacturers to reduce end-to-end lead times and emissions while designing eco-friendly products with extended lifecycles and reuse in mind.

In some instances, businesses will need more geographically diverse footprints. Building resilience while advancing sustainability may require organizations to shift portions of their supplier ecosystem, as well as their manufacturing and distribution footprints, to be closer to their customers. At HP, our ambition is to build a flexible and resilient supply chain—a supply chain that is more adaptable to changes around us, and more sustainable for our customers and the communities we serve. Our design and supply chain teams are working in close partnership to take action.

For example, we have shifted from designing products with single-source components to designing products with multi-source components, wherever feasible. We continued to secure longer-term supply agreements with close partners to put us in a better supply position for capacity-constrained components. And we have further strengthened our business continuity planning capabilities to both predict potential disruptions and take pre-emptive measures to mitigate them.

In the face of volatility, we are also becoming more agile by transforming processes and deploying new digital tools that provide real-time visibility across our value chain. At this point, we have only scratched the surface. In coming years, our investments to build a new digital backbone will enable a supply chain digital transformation that will reap compounding benefits for us and our customers. Our goal is for HP to be faster, more accurate, and more agile when responding to dynamic market conditions. For our customers and partners, this translates directly into improved delivery and shipments.

But it’s not just what we are doing that’s important. It’s also how we are doing it. Across our entire value chain, we have set an ambitious goal: net zero emissions by 2040, with a 50% reduction by 2030. The only way we will meet these goals is by working with all our suppliers to drive continuous progress. In short, our suppliers are critical partners in building the world’s most sustainable and just technology company.

I’m proud of the way our supply chain teams are rising to these challenges. We have manufacturing hubs and supplier ecosystems around the world, and each of our teams wake up every day and look for ways to better serve our customers and partners.

A great example is our manufacturing ecosystem in Mexico, where we have produced desktop PCs for a number of years. HP believes PCs are at the heart of hybrid work and remote learning — two areas where we see significant growth. Our desire to be more resilient and respond to this growth opportunity have put us in a position to expand this regional hub to produce our notebook PCs. To that end, we have entered into an agreement to expand PC manufacturing operations in Mexico.

This expansion also supports our broader environmental and social impact agenda in a number of ways. For example, shorter transit times to North America will reduce CO2 emissions. The new location is a part of HP’s efforts to meet our ambitious 2030 sustainability agenda . As a next step, we will explore opportunities to extend product circularity through regional takeback operations at the site.

We can view the future of HP’s supply chain through the lens of this site — a supply chain that is more flexible and resilient than ever, while also becoming more sustainable, in service of a net zero carbon, circular economy.

Now is the time to turn the supply chain challenges of the past few years into opportunities by building the stronger, more resilient, and more sustainable supply chains of the future. I could not be more excited to work with our manufacturing partners, suppliers, and governments around the world to extend our footprint in a way which benefits our people, our companies, and our shared planet.

©Copyright 2022 HP Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the expresswarranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

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In early 2020, HP launched a free online resource of printable activities to be enjoyed by children and their families that transitioned to learning at home due to the global pandemic. HP & PadSquad partnered together to drive awareness of this new Print, Play & Learn platform through a highly engaging mobile experience.

Our Objective

Armed only with static banners, HP challenged PadSquad to develop a highly engaging mobile experience to drive awareness of the free platform and bring the printouts to life.

The Creative

The team at PadSquad came up with a creative solution that captured the attention of families and while driving awareness for its printer. With fast turnarounds and a dedicated Customer Success team, the highly engaging “Colorizer” format was live in less than a month. This mobile experience brought this valuable resource to life by enabling parents to color the printable designs by tapping and dragging colors onto printed designs. The interactivity drove impressive engagements while bringing awareness of HP’s Print, Play & Learn platform.

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The “Colorizer” was an outstanding success! It captured the attention of families, delivering an engagement rate 6x higher than PadSquad’s benchmark. And they were still hungry for more. When given the chance, parents seized the opportunity to get creative, tapping nearly 1,000 times to start the experience over! A format capable of delivering and outperforming competing KPIs (ER to keep parents in the ad experience and CTR to drive them to the site) proves that remarkable creative has the power to make an impact!

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6 Big Printer Industry Trends In 2024: HP, Xerox, Epson And Others Weigh In

Experts at Lexmark, Sharp, Canon, Brother, Epson, HP and Xerox talk to CRN about six big trends in the printer industry in 2024, from the impact of hybrid work and a growing push for digitization to a lack of awareness around security issues and disruptions among vendors.

There have been predictions for decades that offices would eventually go paperless and dump the printers, copiers and fax machines they had long relied on to do business.

But while printer vendors experienced turbulence throughout the COVID-19 pandemic, they are now starting to see the industry return to some sense of stability, with businesses starting to figure out their hybrid work strategies and how much office space they need, according to representatives of several printer vendors who spoke to CRN for Printer Week 2024 .

[Related: Managed Services Increasingly Important For Modern Office Printing ]

“[Print volumes are] not back to where they were pre-COVID, but they've kind of stabilized, and so people are looking for cost efficiencies and are saying, ‘Do I really need as many A3 copiers as before, and maybe I mix in some A4s with that?’ We see that occurring,” said Elliot Williams, group product manager of business imaging at Epson America.

Dino Pagliarello, vice president of product management and production at Sharp, is another industry veteran who thinks any prediction about the death of printing is premature.

“People said faxes were going to go away in 1997, and people are still sending them. Now, of course, they’re internet faxes or IP faxes, but they're still going in some cases to a fax machine, which is amazing to me. So yeah, I don't think the paperless office is going to be quite here yet. I think we've got some time for that to happen,” he said.

What follows are six big trends in the printer industry this year, with quotes from experts at Lexmark, Sharp, Canon, Brother, Epson, HP Inc. and Xerox.

Hybrid Work Has Businesses Right-Sizing, Decentralizing Printer Fleets

While many businesses continue to evolve their hybrid work strategies with a growing number of them requiring employees to come to the office at least a few times a day, they are starting to get a better idea of how these dynamics impact their print needs, according to multiple vendors.

“Return-to-office plans continue this year. However, there is more confidence [that] work-from-home and hybrid work is here to stay and we have reached the ‘new normal.’ As such, there are clear expectations from office, remote and hybrid workers that they are equipped with and have access to similar tools and technology no matter the location,” said Terry Antinora, head of product and engineering at Xerox.

This is resulting in businesses reconfiguring their printer fleets and ensuring that they have the right solutions to take care of their physical and digital workflows, according to Sue Richards, division president and general manager of home printing at HP.

“This is where we see people wanting to really reconfigure, reconsolidate their offices, and they're looking for solutions, end-to-end, to really help customers have their digital workflows as well as their physical workflows,” she said.

Kevin Price, director of marketing at Canon, said hybrid work strategies have made businesses more aware of the costs associated with printing. As a result, they’re optimizing their spending by decentralizing some printers and moving from A3-based solutions to A4-based ones.

“Those printers could be potentially based on smaller groups of users in certain cases, for example, if a company doesn't have all its employees in the office in a given day,” he said. “But the focus is on acquiring more enterprise-level A4 devices for offices where maybe the usage may be a little bit less than it was in the past, and where organizations find they don't need quite something quite as extensive as they did in the past, but they still have the same requirements for enterprise management capabilities including security.”

Dino Pagliarello, vice president of product management and production at Sharp, said increasing scrutiny over costs means businesses are consuming less cartridges.

“I think people are more concerned about making sure that they're spending their money appropriately. So they're printing when they need to print, and they're not printing when they don't need [it]. So from a consumables perspective, we’re seeing that decline because of [new processes and efficiencies],” he said.

A Continued Push For Digitization

Multiple printer vendors said they see a continued push by businesses to digitize workflows, and this has important implications for the industry.

“The move to hybrid work continues to be a major driver of digital transformation and the movement of key systems into the cloud. This has impacted printing by shifting traditional paper-based processes into digital processes,” said Terry Antinora, head of product and engineering at Xerox.

This means it’s never been more important than now for businesses to adopt printing solutions that integrate “with cloud systems such as cloud-based print management and support cloud-based processes,” according to Antinora.

Shelly Radler, senior product marketing manager at Brother, said printing solutions with digitization capabilities support the variety of ways people handle documents these days.

“In a lot of cases, people want to save documents to the cloud, print documents from the cloud, scan documents to the cloud, or share documents using the cloud. So we've seen a lot of new workflows, and this is impacting kind of a lot of different industries,” she said. “You see some print volumes declining. But in some cases, you're just seeing them shifting from one person doing it in their organization to another person in a different stage within the process.”

Growing Acceptance Of Inkjet Printers For Offices

According to experts at Canon and Epson, there is growing acceptance of inkjet printers among businesses who previously eschewed the products in favor of laser printers due to concerns over cost, performance and other perceived issues.

Elliot Williams, group product manager, Business Imaging, Epson America, said when laser printer vendors suffered from supply chain issues during the COVID-19 pandemic, it made businesses more open to the idea of inkjet.

“Once they tried it, they realized it's not what they thought,” said Williams, who added that many customers mistakenly believed inkjet printers were too slow, too costly to operate and didn’t have as many features as laser printers.

Kevin Price, director of marketing, Canon, said this shift is starting to happen now because customers are starting to “better understand the value and the total cost of ownership proposition associated with ink.”

He added that newer ink tank solutions for printers are also helping change minds.

“Instead of using traditional ink cartridges, the printers use more of a bottle-type system with a much higher reserve of ink,” he said. “Today, consumers especially have a perception of, ‘I'm going to buy something that’s going to dry up quickly, or I'm going to have to replace ink every 15 minutes.’ So the tank technology is an industry solution to address that. And customers are seeing the value as it's been marketed much more heavily.”

Some But Not All Businesses Know Printer Security Is Important

While some businesses understand the importance of securing their printers to protect sensitive information and their broader IT environments, vendors said not all businesses get it.

“The awareness of printer and printer fleet security among business customers has improved over the last few years and is commonly part of the evaluation of print technology,” said Terry Antinora, head of product and engineering at Xerox.

For businesses who do invest in printer security, the “discussions now often extend from merely focusing on the printer itself, to the processes and solutions that surround the printer—everything from hardcopy workflows and print management solutions to proactive monitoring and response to security incidents,” he added.

Even then, according to Antinora, “the security threat landscape continues to grow and evolve, so there is always an opportunity to continue improving awareness.”

Sue Richards, division president and general manager of home printing at HP, said while she said businesses continue to have low awareness of printer security issues, it creates an opportunity for companies like hers to highlight existing security features.

“I think it's still an opportunity for us to be able to lean in as HP to help our customers go through and do a security check across our entire portfolio: Where are there gaps across their entire portfolio? How can we help and meet with those printer administrators and say, ‘You have all these features. You never turned them on,’” she said.

Shelly Radler, senior product marketing manager, Brother, said it’s important businesses to think of printers as having three layers of security issues.

“You’re protecting who has access or doesn't have access to the device. You're helping to protect the documents that are being printed, scanned, faxed, or copied. And you're protecting that device on the network,” she said.

Sustainability Remains A Critical Factor For Purchasing Decisions

Sustainability continues to be an important factor for businesses when it comes to what kind of print solutions they purchase for their offices, multiple vendors said.

“As consumers are now requiring sustainable products and services, sustainability has become a key focus for organizations, including in the technology they use. The expectation that print technology delivers capabilities to help organizations meet their sustainability goals is front and center,” said Terry Antinora, head of product and engineering at Xerox.

Sue Richards, division president and general manager of home printing at HP, said it’s important that sustainability is a consideration in the entire lifecycle of printers.

“When printers arrive on corporate sites, [we want to ensure] that they're shipped in a sustainable way, that there isn't a lot of Styrofoam that has to be dealt with or recycled, that they have an appropriate energy consumption and continued improvement across their energy consumption, and that they're completely manageable and serviceable,” she said.

Industry Disruptions Have Customers, Partners Looking For Stability

Experts at Epson and Lexmark said multiple competitors in the printer industry have dealt with a variety of challenges over the past few years, many of which have been related to disruptions brought about by the COVID-19 pandemic.

“With all of the headwinds that this industry has faced over the last two to three years, I think you're seeing a number of vendors retrench. And they're focused internally on how to correct shortfalls, whether it be their operating cost structures, their profit margins, a lot of things that they're spending a bunch of time on,” said Chris White, senior director of global product strategy and portfolio management organization at Lexmark.

As a result, customers and partners have been looking for “trusted, stable” vendors “they think can deliver,” said Elliot Williams, group product manager of business imaging at Epson America, who added that there has also been a growing emphasis on service quality and delivery.

“I think the customers have been sensitized over the last few years to deficiencies from vendors,” he added.

To White, it comes down to which vendor can make printing simpler.

“At the end of the day, the vendor who delivers simplicity to customers, and I mean true simplicity that this industry quite frankly has never truly delivered, end-to-end simplicity into the print environment and a strong sustainability story, are going to be the ones that differentiate themselves as we work our way through the post-COVID world,” he said.

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Addressing Common Misconceptions about Laser Printing

The history of laser printing, how laser printers work.

High-voltage electrical circuits charge a photoreceptor drum.
A laser bounces off a mirror onto the drum.
The mirror rotates so the laser beam can draw a negatively charged image on the drum.
The printer releases positively charged toner onto the drum, which clings to the negatively charged image drawn by the laser.
A feeder rolls negatively charged paper through the printer, which pulls positively charged powdered toner off the drum.
The printer pushes the paper through hot rollers to melt the toner powder, fusing it onto the page.

Common laser printer misconceptions

Laser printing is expensive.

1980s: £3,000 to 10,000
1990s: £500 to £1,500
2000s: £400 to £800
2010s: £300 to £700
2020s: £250 and £500

Laser printers are only suitable for offices

Laser printers are bulky, laser printers can’t produce high-quality photos, laser printers harm the environment, the best laserjet printers from hp, hp color laserjet pro 4202dn: best budget colour printing.

Function: Print
Colour: Full colour
Speed: Up to 33 ppm
Monthly page volume: up to 4,000 pages/month
Features: Two-sided printing, optional high-capacity trays

HP Color LaserJet Pro 4302fdw: Best colour MFP

Function: Print, copy, scan, fax
Monthly page volume: Up to 4,000 pages/month
Features: Wireless, print from phone or tablet, automatic document feeder (ADF)

HP LaserJet Pro MFP 4102fdw: Best high-volume B&W

Colour: Black and white
Speed: Up to 40 ppm
Features: Wireless, HP Instant Ink eligible; print from phone or tablet, ADF

HP LaserJet Pro MFP 3102fdw: Best moderate-use B&W

Monthly page volume: Up to 2500 pages
Features: wireless, print from phone or tablet, two-sided printing/scanning

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