The case was written by PhD Fellow Irene Christensen from the Department of Operations Management at Copenhagen Business School.
The case is intended to be used as a basis for class discussion rather than to illustrate either the effective or ineffective handling of a
management situation.
.
The case is developed based on a real company, but the name of the company is disguised.
SUSTAINABLE INDUSTRIAL
PRODUCTION:
A CASE OF A RECYCLING CENTER CORPORATION
315-051-1
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1
Waste is what is left when we run out of fantasy.
– Anonymous
INTRODUCTION
The snow was piling up quickly on the windshield of Eric’s Tesla S and he shuddered slightly. He
was stepping into his second year as the CEO of Recycling Center Corp (RCC). He had been
headhunted by the parent company — Recycle Center (RC) Ltd. — to take on the CEO role, which
required him to leave his position as COO of a successful multinational logistics organization. Eric
had an impressive resume: more than 20 years of experience, numerous previous assignments in
which he worked in the EMENA
1
region and fluency in five languages.
Prior to Eric’s entry into RCC, RC Ltd.’s Board of Directors had raised serious concerns about the
increasing deficits and had held Frank – the previous CEO – fully responsible for the company’s poor
performance. In 2013, the Board had consequently replaced him with Eric under a generous three-
year contract with a two year extension option. Eric was charged with ensuring a strategic turnaround.
Exhibit A – Key financial figures (in thousands USD)
2
FY2014 FY2013 FY2012 FY2011 FY2010
Revenue 284,549 395,695 284,629 374,088 210,320
EBIT -15,119 -9,381 22,032 9,072 -46,551
Financial items -2,281 -3,091 -3,839 -1,902 -6,803
Profits -17,400 -12,472 18,193 7,170 -53,354
According to the company’s announcement, the EBIT decreased in FY2013 and FY2014 due to lower
earnings from metal recycling sales, which were affected by .
Web & Social Media Analytics Previous Year Question Paper.pdf
The case was written by PhD Fellow Irene Christensen from .docx
1. The case was written by PhD Fellow Irene Christensen from the
Department of Operations Management at Copenhagen Business
School.
The case is intended to be used as a basis for class discussion
rather than to illustrate either the effective or ineffective
handling of a
management situation.
.
The case is developed based on a real company, but the name of
the company is disguised.
SUSTAINABLE INDUSTRIAL
PRODUCTION:
A CASE OF A RECYCLING CENTER CORPORATION
315-051-1
Distributed by The Case Centre North America Rest of the
world
www.thecasecentre.org t +1 781 239 5884 t +44 (0)1234 750903
All rights reserved f +1 781 239 5885 f +44 (0)1234 751125
e [email protected] e [email protected]
case centre
2. This case has been made available as part of the CBS free case
collection www.thecasecentre.org/cbsfreecases
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10. Waste is what is left when we run out of fantasy.
– Anonymous
INTRODUCTION
The snow was piling up quickly on the windshield of Eric’s
Tesla S and he shuddered slightly. He
was stepping into his second year as the CEO of Recycling
Center Corp (RCC). He had been
headhunted by the parent company — Recycle Center (RC) Ltd.
— to take on the CEO role, which
required him to leave his position as COO of a successful
multinational logistics organization. Eric
had an impressive resume: more than 20 years of experience,
numerous previous assignments in
which he worked in the EMENA
1
region and fluency in five languages.
Prior to Eric’s entry into RCC, RC Ltd.’s Board of Directors
had raised serious concerns about the
increasing deficits and had held Frank – the previous CEO –
fully responsible for the company’s poor
performance. In 2013, the Board had consequently replaced him
with Eric under a generous three-
year contract with a two year extension option. Eric was
11. charged with ensuring a strategic turnaround.
Exhibit A – Key financial figures (in thousands USD)
2
FY2014 FY2013 FY2012 FY2011 FY2010
Revenue 284,549 395,695 284,629 374,088 210,320
EBIT -15,119 -9,381 22,032 9,072 -46,551
Financial items -2,281 -3,091 -3,839 -1,902 -6,803
Profits -17,400 -12,472 18,193 7,170 -53,354
According to the company’s announcement, the EBIT decreased
in FY2013 and FY2014 due to lower
earnings from metal recycling sales, which were affected by
severe winter weather. Revenue
increased in FY2013 as a result of the divestment of several
non-core businesses.
1
Europe, the Middle East and North Africa.
2
The financial figures are for the entire organization (RCC) and
include the ownership of numerous assets.
20. RECYCLING CENTRE CORP.
RCC, a publicly traded company in the Scandinavian region,
was established in 1985. Throughout its
history, it was viewed as one of the largest specialists in the
metal-scrap trading and recycling
industry. Since its establishment, the company had been focused
on the environment. This focus
resulted in an ISO 14001 certification, which served as an
acknowledgement of its strategic efforts to
put as little strain on the environment as possible.
The company’s major assets consisted of a heavy-duty shredder
plant with a process capacity of 70
tons per hour (the equivalent of two cars per minute) and an
output of 4000HP (2,150kW).
Given municipal noise regulations, the shredder was allowed to
run 52 weeks a year, five days per
week from 7:00 a.m. until 6:00 p.m. The Operations
Management department estimated that the
shredder’s loading time averaged 55 hours per week at 95% of
its rated speed. Furthermore, the
machine had, on average, a waiting time of 11 hours per week
due to material deficiencies, and
another three hours per week due to breakdowns and other
21. mechanical failures. Moreover, of the final
product, approximately 20% took the form of plastics and other
by-products, which were deemed
waste.
Typically, variable costs in this industry were significantly
higher than fixed costs. For RCC, the fixed
production costs were estimated at USD 16 per ton, including
such elements as utilities, rent and
depreciation. The variable costs were divided into two parts:
employee wages and freight costs,
estimated at USD 27 per ton, and material-procurement costs,
estimated at USD 260 per ton. The
sales department accounted for a selling price of USD 360-370
per ton.
Exhibit B – RCC site layout
3
Furthermore, the company
owned two shear balers with
shear forces of 3.75-6.5 tons
per hour for the small
machine and 14-16 tons per
22. hour for the large machine.
The baling process consisted
of compacting the material
into a log or bale, which
drastically reduced
transportation and storage
costs. The shearing process
chopped materials that were
difficult to compact, such as
metal beams, railway tracks,
pipes and other metal scraps.
An automatic cycle of
compacting and shearing was
used due to the extreme efficiency in processing all scrap.
RCC’s machines were grouped together in
3
Adapted from Slack, N. (2010). Operations management (6th
ed.). Harlow: Financial Times Prentice Hall.
315-051-1
31. the physical connection of the
material’s flow (see Exhibit B). Other assets included a cable-
stripping line, in which various types of
electric cable were stripped and then segregated into different
types of non-ferrous metals. In addition,
the company owned a 1,000sqm yard located in an industrial
area.
PEOPLE MANAGEMENT & LEADERSHIP
Eric was a welcome contrast to Frank. He was known as “Mr.
Nice Boss” and a “booster”, attentive
and inspiring manager and loyal to his company and its values.
Those close to him felt privileged to
come to work and would gladly put in the extra hour.
Eric wasn’t an interloper, but a strategic hire and a reminder of
what happens when a company with
vast network lacked direction. With Eric now in charge, the
company’s performance had significantly
improved but it had still not fully recovered. The entire
workforce consisted of 400 employees, of
whom 80% were skilled and unskilled blue-collar workers with
15-20 years of experience in the
scrap-handling and processing industry. They were compensated
at an average hourly rate of USD 30.
32. The remaining 20% of Eric’s staff were corporate employees
with engineering or managerial/foreman
backgrounds.
The majority of the blue-collar workforce operated in the yard
and the collection centres, focusing on
processing voluminous, bulky and heavy-weight scrap metal.
Many of them served as metal analysts
and/or torch-cutting specialists. In addition to the plant
operators, RCC employed 30 truck drivers,
who handled the logistics services.
In the late 1980s, RC Ltd entered the metal-trading industry
essentially through the acquisition of a
number of smaller scrapyards, resulting in the creation of RCC.
These scrapyards were located in a
way that covered a wide range of customers from
municipalities, to large construction companies to
smaller collection points. They collected bulky waste,
construction and demolition waste, chemical
waste, unwanted electronic/electrical goods, plastic, paper, and
glass.
The day-to-day operations in the scrapyards were handled by a
yard foreman. In most cases, these
foremen were originally employees of the acquired companies.
33. The yards continued business as usual
with the exception of the new chain of command as part of
RCC. The performance-measurement
system was mandated by RCC management and set to evaluate
how much scrap revenue each yard
could generate.
One yard director, Bjarne, was the “employee champion”. He
represented all of the yard foremen and
helped develop plant operator and technical competence training
programs. He was specifically
chosen for this role owing to his loyalty, and his ability to listen
and respond to the yard foremen and
their needs regarding health, safety or training activities. The
yard foremen had been rivals, and this
rivalry was reinforced by the performance measures. Still there
was solace by the time the first
weekend of the month arrived and everyone got together for
beers and BBQ at Bjarne’s backyard.
When in meetings with the corporate directors, Bjarne spoke on
behalf of all the yard foremen and he
never ran out of jokes.
315-051-1
42. RCC used a combination of two structures to efficiently run its
business operations; geographic and
functional organizational structures. Exhibit C represents the
circles illustrating the acquired
scrapyards in their different geographic locations which RCC
now manages. These scrapyards served
as collection centres for the company’s local, inbound
customers. Here, the scrap was assembled
before being shipped to the central shredding facility.
The functional organizational structure divided most of RCC’s
administrative staff into departments
identified by their duties. The corporate function was home to
the office of the CEO, as well as the
finance and HR departments. These functions were responsible
for constructing the corporate strategy
and processes, and for communicating them throughout the
organization. Moreover, the corporate
function was home to logistics and sales activities.
Exhibit C – RCC organizational diagram
It was no secret that RCC’s scrapyards competed fiercely for
the same materials on a continuous
basis. As one yard director commented: “there were very intense
43. discussions. There was an almost
religious passion among the yard foremen as to who was the
first to deliver large quantity material to
the shredding facility”. This internal competition was mandated
by the former senior management;
nonetheless it had been damaging and had oftentimes led to
significant losses. For instance, some
foremen had promised and delivered extra services to some
customers (e.g., new garbage disposals)
free of charge. Eric had with other corporate managers tried to
define “rules of engagement” and
implement new customs and standardized practices in the
scrapyards, but had found it an extremely
challenging task.
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5
BROKERAGE AND TRADING IN THE METAL RECYCLING
INDUSTRY
One Monday morning, Eric found himself walking through the
corridors of the corporate headquarters
with a young journalist from an esteemed business magazine.
He reflected on the history of the metal
brokerage and trading industry, and on RCC’s strategic
positioning:
52. ”Well, let us start with what we know – our main advantage is
that we are a big player, and we
therefore have contracts on our outputs. In that regard, we do
not have any immediate problems with
selling our metal. Industries that are commodity based, such as
ours - the metals recycling industry,
are subject to market-driven pricing volatility that is essentially
outside our control. So assuming you
trade in nonferrous metals, the base price of the material is set
by the value of that particular material
contract as traded on various commodity exchanges, like, the
Chicago Mercantile Exchange
(COMEX), the London Metal Exchange (LME) and the
Shanghai Metal Exchange (SME).”
Metal brokerage and trading activities at RCC covered a broad
range of products, including ferrous
and nonferrous scrap, scrap alternatives, and secondary and
primary metals. Ferrous scrap prices were
determined by supply and demand influenced by the
geographical location of the material. However,
ferrous contracts were recently introduced, and now ferrous
scrap pricing may be influenced by
stakeholders outside of the industry.
The exchange prices for each material were defined by
53. fundamental economic principles resulting in a
rather stable market. Historically materials such as copper, lead
and zinc were traded since 1920’s,
other metals found their grounds along the way; however over
the past 10 years or so, the non-
industry investment communities such as mutual and hedge
funds have shown serious interest in base
metals. As a result some materials -especially copper prices
went from 2% - 3% fluctuations per day
to dramatic swings of 11% - 13,5%. So assuming a copper
inventory of $1,000,000, and the market
indicated a downward fluctuate by 11%; the company would
thereby get an unrealized loss of
$110,000!
Metal theft had over the recent years tarnished the reputation of
metals recycling despite most
businesses in the industry operating legally. New Scrap Metal
regulations enforced by municipal
squad teams for both site-based and mobile scrap metal traders
aimed at limiting these networks for
stolen metal, and enable local authorities to expose criminal
activity and corrupt dealers. Some
companies are however cynical about the extent of funding for
these task force.
54. “The metal recycling industry is highly volatile,” Eric
continued, “and there can be overwhelming
fluctuations in earnings. However, one thing is certain – there is
always a buyer. The final product is
sold at a global price to the highest bidder.” The journalist
wrote vigorously on his notepad.
The challenge in the metal recycling and trading industry had
always been locating reliable material
suppliers, who were known as inbound customers. These were
customers interested in disposing of
their metal scrap while earning the highest margin possible. At
every level of the business, Metal
price eventually is based on an exchange price. At the retail
scrap purchasing level, dealers lock-in
pricing by selling to the yard at a fixed price. The yard sets its
buying prices based on a wholesaler’s
pricing. Likewise, the wholesaler’s price is based on a larger
scrap metal dealer’s or a metal broker’s
pricing, which is based on sales to consumers at prices that are
set against an exchange’s price. The
entire industry from retail buying to the sale of materials is
closely linked, and pricing is consistently
driven by the price of a particular product traded on one of the
exchanges.
55. In addition, the industry was characterized by fierce
competition. In RCC’s case, Eric knew that only
a handful serious competitor of approximately equal size
existed in the region. These competitors
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repeatedly outbid RCC when acquiring material, resulting in the
decimation of the winning bidder’s
profit potential. This perceived insidious situation was
magnified by the lack of loyalty among the
contracted logistics providers used by these organizations.
“Our competitors are always on the lookout for the potential to
poach extra scrap. Although that is not
a controversial fact, sometimes pointing it out – to speak the
truth – is controversial,” Eric continued.
There was no doubt in Eric’s mind that sourcing material from
more diverse markets might be a better
alternative.
RCC had outsourced a large portion of its logistics activities to
external trucking companies in order
to focus on its core competencies. These arrangements had often
been inadequate and typically
resulted in a loss to the competitor, solely because the truck
drivers held a dominant position in the
64. upstream segment of the supply chain. The yard foremen had
often reported that this situation was
worsened due to the truck drivers’ recklessness, as well as other
misconduct, leading to serious
injuries on the job. In one case, this behaviour ultimately
resulted in the termination of a contract
between RCC and the client.
With regards to logistics, ensuring that the company met basic
performance objectives was obviously
a complicated matter. However, managing these services was a
crucial part of the overall operations.
This was made particularly evident by the logistics director,
who made the following comment during
a strategy meeting: “We have a lot of transporting to do, as we
are working with enormous quantities.
On average, there are 300-400 tons of metal going through the
shredder every day. Assume a single
truck can carry 15 tons then you can do the math.”
RCC’s own humble trucking fleet carried out the downstream
segment of the value chain,
transporting the scrap within the yards’ premises and
transferring the processed materials to the
shipping ports. Within this globally competitive industry, RCC
supplied environmentally-friendly raw
65. material to over 600 metals manufacturers around the world.
STRATEGY MEETING
Under Eric’s leadership, RCC had been trying to get beyond the
price parameter for over a year. This
was evident in the most recent business update. The transcript
of that meeting includes the following
exchange:
Bjarne (yard director): We have tried our best to secure a
continuous supply of materials for the past
two quarters, but we have not been fully successful. This by no
means indicates that we are sitting on
our “bums” all day long with our arms crossed! The Power
Zerdiator 3000 [the shredder] has been
handling the task with minimal maintenance work needed. That
20-year old machine would put any
new generation shredders to shame! Nevertheless, we need to
source material from somewhere else
than our immediate market (knocks firmly on the table).
Johan (financial director): As Bjarne points out; one of our
biggest concerns is that we have major
material planning challenges. The shredder is running
inefficiently and, given our low profit margin,
66. this is something that we cannot afford. Something serious
needs to be done to either obtain a greater
supply of scrap or to heighten our profit margin on the current
product. I would suggest that we
occasionally acquire large orders of scrap from abroad. This
would result in continuous operation of
the machines during shortages of supply from our immediate
market. For such overseas contracts,
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feasibility is my main concern. We can only be looking at
acquiring HMS
4
1 & 2 scrap, and no less
than 30,000 tons at a rate of USD 260 per ton. Then again, how
often do we need these interventions?
Karsten (operations director): Before we reach that stage, we
need to map our nearest market
suppliers because we do not have an overview of our inbound
customers’ requirements. If we had a
clearer picture of that, then we could come up with some more
precise mapping parameters for each
customer segment. I am fully aware of our company’s
competitive position, but I am very doubtful
that our inbound customers know it.
Eric: I am worried about the fact that we are barely operating at
75. half of our machine’s capacity, and
we need to do something drastic to come close to breakeven by
the end of this year. Our procurement
department has been lobbying numerous municipalities to alter
some of the current regulations.
Therefore, we might be looking at additional types of scrap to
recycle, but would it be enough? I also
agree with you, Karsten: the lack of awareness of our
competitive position is also worrisome. What
can we do to solve this problem?
Karsten: I suggest that we develop a clear map of our cycle for
our next department meeting. We can
then come up with targets, generate alternatives and run a
simulation model on three alternatives to
determine how best to assess our customers’ needs.
Gitte (logistics director): While all of these seem to be very
good ideas, we have to remember that our
main customer relations occur through our logistics-service
providers. As it stands, we do not have
full control of those providers. If our problem framing and
alternatives are to work, we need
alternative arrangements with these guys – agreements that
strengthen our relationships with our
76. customers.
Marie-Louise (newly hired communications manager): If I may
change the focus a bit to an equally
important point – last week, the Ministry of Environment sent
out a call for innovation projects
addressing how to recycle more household waste. The best
project gets an award of USD 1.7 million,
not to mention the priceless benefits of the PR exposure. This
initiative derives from the latest
statistics showing that only 22% of paper, plastic, glass, wood,
metal and organic waste originates
from households. I bet that not many of our country’s citizens
know that a single kilogram of
vegetable waste can be turned into biogas that produces enough
electricity for a light bulb to be lit for
33 hours.
I have put together a short list of potential projects. With your
help, they can be evaluated and we can
submit a proposal to the Ministry of Environment:
1. A pilot program with “nudging” aimed at increasing waste
segregation in large apartment
complexes.
2. An analysis of collection systems in residential areas and
potentials for modifying them.
77. 3. A pilot program for a four-chamber sorting system.
4. Customized industry and municipal-specific waste solutions.
5. E-guidance for public participation in developing waste
solutions, perhaps through an
application.
6. An open forum for cooperation across sectors and interests on
the recycling of household
waste.
4
HMS: heavy melting scrap, 1 & 2 are the two grades of
material specifications within that definition
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DECISION TIME
Eric left the meeting feeling a little more content, as he now had
a better idea of the problems that
RCC was facing. However, the feeling of content was quickly
overtaken by a feeling of uneasiness.
He was certain that the innovation project for the Ministry of
Environment was a great idea for getting
past the price parameter. It might be what was needed to turn
things around. However, the meeting
made it clear that this issue was more comprehensive than he
had expected. He was also subject to a
time constraint, as he had an evaluation meeting with the Board
in a few days. The Board did not care
86. about ideas – it wanted actions backed up by figures. It was now
clear in Eric’s mind that he needed
to develop a strategic and financial analysis for the Board that
addressed these problems.
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94. 20
INDIVIDUAL COURSEWORK ASSIGNMENT
Recycling Centre Corporation
The case describes a commodity processing and trading
company that is facing several challenges as it seeks to turn its
losses into profit. Important themes are touched upon including:
capacity planning and control; inbound versus outbound
customers; incentives and their effects; and operations strategy.
The issues of conversional waste management versus
environmental awareness and recycling are raised in the case
study and should be considered with regard to decisions around
a proposed operations strategy.
A. The case study enables for some quantitative analysis to be
performed with regard to the company’s major asset: the heavy-
duty spreader plant. The information required to perform the
calculations is detailed in the section entitled Recycling Centre
Corp. on page 3 of the case study. You should try to calculate:
· The capacity of the heavy-duty spreader in tons per week*
· The annual revenue currently being generated from this
machine assuming a selling price of $370/Ton
· The annual production costs of the heavy-duty spreader
· The annual profit or loss** from this asset
* You are given the theoretical process capacity in tons per
hour. To calculate the actual capacity achieved, you must take
into account losses from availability, performance and quality.
· Availability takes into account any events that remove
95. production time such as waiting time or breakdowns. Production
hours – (waiting time and breakdowns) gives the net capacity.
· Performance takes into account anything that causes the
machinery to run at less than the maximum possible speed when
it is running. Net capacity – speed losses gives the effective
capacity.
· Quality takes into account any output from the machine that is
unusable such as waste or scrap. Effective capacity – waste
gives the actual capacity
** If the annual costs are greater than the annual revenue, then
divide the difference by the selling price/ton to identify how
many additional tons of raw material are required per annum.
This information will be useful in conjunction with the
qualitative information about the operations side of the business
to enable you to make a fuller analysis of the organisational
situation.
B. Once the quantitative calculations have been performed,
students should use the qualitative information provided in the
case study of Recycling Centre Corporation to:
(1) Analyse the operations management of the conversional
waste management side of the business and identify the
different managerial challenges facing the organization. Issues
to be addressed should include:
· An analysis of operations capacity management
· A financial analysis of operational costs and revenue
· A strategic customer requirements analysis
(2) Assess and compare different possible options for the
strategic direction that the company should take***
96. (3) Argue for what you feel are the most appropriate managerial
actions to take
*** You could consider using the Ansoff Matrix to help
structure your arguments in this regard:
The following webpage gives a useful synopsis of the tool:
https://kfknowledgebank.kaplan.co.uk/business-
strategy/strategic-choice/ansoff%27s-matrix
Written Report
The overall exercise will contribute 70% to the module
assessment. The remaining 30% will be obtained from the three
groupwork assignments worth 10% each.
Marks for Individual Coursework Report
· Quantitative Analysis:
20%
· Analysis of the operations management of the business:
20%
· Assessment of possible strategic direction:
20%
· Argument for what you feel are the most appropriate
managerial actions to take:
10%
70%
It is expected that the written report will not exceed 3,000
words.
All published information that has been used in the preparation
of the written assignment report should be included as an
97. appendix.
It is expected that you will use the Internet for the following:
· To visit web sites of similar organisations to Recycling Centre
Corporation (the case is developed based on a real company but
the name of the company is disguised) to better understand the
industry and the market pressures.
· To visit other relevant sites regarding environmental strategies
· To obtain academic literature from electronic databases to
provide support for your expressed views
The written report should include at least 15 references to
academic literature. All references cited should be included in a
bibliography at the end of the assignment.
The written report is to be submitted via Turnitin by midnight
on the Friday 1st May 2020.