Conduct a comprehensive analysis of the company’s current situation and alternatives. In other words, make sure you consider the key external and internal factors affecting the company (do not leave any critical variables out of the analysis).

1. What is Coloplast’s current strategic challenge (the problem statement/main issue of the case)?
2. What were the main factors determining the choice of location in Hungary?
3. What are the arguments for offshoring (in-house) versus outsourcing (to third parties)?
4. Identify and discuss the challenges associated with knowledge transfer between the Danish headquarters and the Hungarian production subsidiary.
5. How did relocation of production to Hungary influence Coloplast’s organization?
• Why are standardization and structured interfaces among the value-chain activities so important?
• What determined the configuration of Coloplast’s global value chain?
6. What are the organizational challenges facing Coloplast if it wants to establish production in China?