The document discusses operations management challenges facing World Kitchen, the owner of the Pyrex brand. It considers whether to continue domestic glass kitchenware production or outsource overseas. Continuing domestic production has advantages like quality control but higher costs. Offshoring has lower costs but risks like intellectual property theft and quality issues. If offshoring, the company must address union compensation, inventory stockpiling, and potential reuse of its plant and equipment. Overall costs and capacity needs make offshoring difficult without expansion of a partner plant.
Crocs is a footwear company known for its colorful, lightweight and breathable clogs made of Croslite material. It grew rapidly due to its innovative and highly flexible supply chain model that allowed retailers to place smaller pre-orders and reorder within seasons. Crocs core competencies include its supply chain flexibility and responsiveness, ownership of Croslite material production, and experienced management. It can further exploit these competencies through vertical integration, strategic acquisitions of other footwear brands, and expanding its product lines. Potential alternatives for growth include further vertical integration, acquisitions, and product line extensions.
The document discusses Crocs' sponsorship strategy from 2006-2008. It began with NCAA sponsorships and the AVP tour to build awareness for its new shoe brand. In 2007, Crocs segmented its audience and identified key passion points to target, such as running, NASCAR, golf and outdoor sports. The sponsorship plan included over 300 events targeting 20 million onsite impressions and 40 million media impressions. Measurement found the program generated over 100,000 leads for future marketing. In 2008, Crocs deepened existing sponsorships and added new platforms to build on prior awareness growth.
Team Erie UTA has prepared a strategic plan for Crocs Inc. to address declining sales and forces requiring strategic changes. An internal and external analysis was conducted using tools like IFE, EFE, Porter's Five Forces, BCG matrix and QSPM. The analyses revealed weaknesses in product development and distribution channels. The recommended strategy is product development combined with market development to attract new segments and increase the target market by entering new markets. Financial ratio analysis showed where Crocs stands relative to competitors. Three-year projected income statements under optimistic, pessimistic and realistic scenarios were developed based on the strategic assumptions.
In 2009, Crocs was in big trouble. After sales took off in the mid-2000s, it struggled to keep up with demand, reaching $847 million in revenue in 2007. When production finally caught up, it went overboard, ending up with mountains of shoes and no one to buy them just as the economic downturn hit. That made the company lose $185 million in 2008, which drew shareholder lawsuits and auditors who said Crocs might not be able to pay off its debts.
This document summarizes Crocs' supply chain strategy and evolution from 2002 to 2008. Initially, Crocs had a simple supply chain model with production solely in Canada. However, as demand grew exponentially, Crocs expanded production to China, Italy, Mexico, and other locations. By 2007, Crocs' supply chain was highly globalized and complex, with multiple production sites, distribution centers, and over 33,000 retailer customers worldwide. While this strategy fueled rapid growth, some analysts argue Crocs became overextended and faced challenges maintaining real-time responsiveness across thousands of SKUs and customers.
Vokant Management OY is a Finnish sportswear company founded in 1998 that specializes in outdoor apparel and owns the Guahoo and Laplandic brands. It operates out of headquarters in Espoo, Finland and a representative office in Moscow, Russia. The company started by importing thermals and began producing its own brands in 2003 and 2009. It protects its trademarks globally and ensures quality control of its suppliers and production. Vokant focuses on sustainability, listening to partners and customers, and fair play in its business operations.
Proto Industrial Tools is a brand under Stanley Black & Decker that manufactures and distributes tools globally. It has an exclusive distribution strategy where a small number of distributors are selected to sell its products, including aviation tools. During the pandemic, delayed logistics caused by travel restrictions led to late tool deliveries. To maintain customer loyalty, the distributor provided discounts and freebies. Lower sales also prompted the manufacturer to discount prices and share cargo costs to boost orders. The document outlines Proto's distribution management approach and lessons about operating specialized, global supply chains during economic downturns.
This document discusses the product life cycle of Dockers and its marketing strategies during each stage. It begins in the introduction stage where Dockers focused on building brand awareness through advertising and promotions. In the growth stage, Dockers sought to retain existing customers while attracting new segments through additional promotions, international expansion, and new product lines. The longest maturity stage involved expanding product lines, licensing agreements, innovations like wrinkle-free fabrics, and e-commerce. Dockers worked to stem declines in the final stage through cost reductions, improved performance, and a new brand identity.
Crocs is a footwear company known for its colorful, lightweight and breathable clogs made of Croslite material. It grew rapidly due to its innovative and highly flexible supply chain model that allowed retailers to place smaller pre-orders and reorder within seasons. Crocs core competencies include its supply chain flexibility and responsiveness, ownership of Croslite material production, and experienced management. It can further exploit these competencies through vertical integration, strategic acquisitions of other footwear brands, and expanding its product lines. Potential alternatives for growth include further vertical integration, acquisitions, and product line extensions.
The document discusses Crocs' sponsorship strategy from 2006-2008. It began with NCAA sponsorships and the AVP tour to build awareness for its new shoe brand. In 2007, Crocs segmented its audience and identified key passion points to target, such as running, NASCAR, golf and outdoor sports. The sponsorship plan included over 300 events targeting 20 million onsite impressions and 40 million media impressions. Measurement found the program generated over 100,000 leads for future marketing. In 2008, Crocs deepened existing sponsorships and added new platforms to build on prior awareness growth.
Team Erie UTA has prepared a strategic plan for Crocs Inc. to address declining sales and forces requiring strategic changes. An internal and external analysis was conducted using tools like IFE, EFE, Porter's Five Forces, BCG matrix and QSPM. The analyses revealed weaknesses in product development and distribution channels. The recommended strategy is product development combined with market development to attract new segments and increase the target market by entering new markets. Financial ratio analysis showed where Crocs stands relative to competitors. Three-year projected income statements under optimistic, pessimistic and realistic scenarios were developed based on the strategic assumptions.
In 2009, Crocs was in big trouble. After sales took off in the mid-2000s, it struggled to keep up with demand, reaching $847 million in revenue in 2007. When production finally caught up, it went overboard, ending up with mountains of shoes and no one to buy them just as the economic downturn hit. That made the company lose $185 million in 2008, which drew shareholder lawsuits and auditors who said Crocs might not be able to pay off its debts.
This document summarizes Crocs' supply chain strategy and evolution from 2002 to 2008. Initially, Crocs had a simple supply chain model with production solely in Canada. However, as demand grew exponentially, Crocs expanded production to China, Italy, Mexico, and other locations. By 2007, Crocs' supply chain was highly globalized and complex, with multiple production sites, distribution centers, and over 33,000 retailer customers worldwide. While this strategy fueled rapid growth, some analysts argue Crocs became overextended and faced challenges maintaining real-time responsiveness across thousands of SKUs and customers.
Vokant Management OY is a Finnish sportswear company founded in 1998 that specializes in outdoor apparel and owns the Guahoo and Laplandic brands. It operates out of headquarters in Espoo, Finland and a representative office in Moscow, Russia. The company started by importing thermals and began producing its own brands in 2003 and 2009. It protects its trademarks globally and ensures quality control of its suppliers and production. Vokant focuses on sustainability, listening to partners and customers, and fair play in its business operations.
Proto Industrial Tools is a brand under Stanley Black & Decker that manufactures and distributes tools globally. It has an exclusive distribution strategy where a small number of distributors are selected to sell its products, including aviation tools. During the pandemic, delayed logistics caused by travel restrictions led to late tool deliveries. To maintain customer loyalty, the distributor provided discounts and freebies. Lower sales also prompted the manufacturer to discount prices and share cargo costs to boost orders. The document outlines Proto's distribution management approach and lessons about operating specialized, global supply chains during economic downturns.
This document discusses the product life cycle of Dockers and its marketing strategies during each stage. It begins in the introduction stage where Dockers focused on building brand awareness through advertising and promotions. In the growth stage, Dockers sought to retain existing customers while attracting new segments through additional promotions, international expansion, and new product lines. The longest maturity stage involved expanding product lines, licensing agreements, innovations like wrinkle-free fabrics, and e-commerce. Dockers worked to stem declines in the final stage through cost reductions, improved performance, and a new brand identity.
This document summarizes a presentation about the benefits of roll-fed shrink sleeve labels using Polyphane FIT film. It introduces representatives from SKC and Polysack Flexible Packaging who announce a partnership for SKC to sell and distribute Polyphane FIT MDO shrink film in North and South America. The film addresses recycling challenges, provides a sustainable sleeve label solution, and can be used on various printing and sealing machines for bottle labeling. Polyphane FIT film has proven successful on different applications and is compatible with multiple shrink sleeve converting technologies.
The document provides an overview of the May Cheong Group, a large toy manufacturing company with headquarters in Hong Kong and offices in the US and France. The company has over 45 years of experience producing die-cast replicas and has 3 manufacturing facilities in China with over 15,000 employees and the capacity to produce 50,000 units per day. May Cheong Group has direct customer relationships and provides a wide range of toy products for promotions around the world.
Nike is a atheletic American shoe maker company,founded by Bill Bower man and Phil Knight as Blue ribbon support in 1962 and later in 2003 the name was changed to NIKE.
Havingits headquaters in Beaverton,Oregon in the Polan metropolitan area.Its one of the renowned,biggest as well as the leading supplier for trendy athletic shoes worlwide.Not only shoes its also manufacture clothes and apparels as well . And as it gives a sale of 3.7 billion $ which makes this manufacturer control 47% of the atheletic shoe market . It supplies its product in more than 100 countries worldwide .And I must say with its beautiful design and sporty look as well for its high quality material NIKE has achieved that legendary as well as remarkable place in the shoe industry. Nike has grown to be the industry largest sports and fitness industry. The motive of Nike is to bring inspiration and innovation to every athlete in the world Nike is been compared with the leading competitor which are Adidas, Reebok and as well as Puma etc. The report also gives a brief description about how the marketing analysis take place in the particular shoe brand by discussing its strength, weaknesses, opportunity and also focusing some of the market strategies
This document summarizes a business English class about brand management. The class covered brand management vocabulary, a discussion on branding, a language review of the present simple and present continuous tenses, and another discussion on brand management. Exercises were assigned from the textbook on brand management vocabulary, the present tenses, and choosing a product to discuss in a meeting using brand management terms. Homework assigned was to complete exercises in the textbook.
Nike produced strong Q1 EPS growth of 23% and revenue growth of 5% overall and 14% on a currency-neutral basis. Future orders grew 17% on a currency-neutral basis across key geographies and categories. The analyst maintains a Buy rating on Nike with a December 2016 price target of $140, believing Nike's brand equity and growth opportunities justify its valuation.
The document proposes that Nike partners with Lib Tech, a snowboard and skateboard company, to expand into selling snowboards, skis, and skateboards. This would allow Nike to appeal to winter sports athletes and complete its mission of serving all athletes. Lib Tech's boards use advanced technology and are handcrafted in the US. The partnership would leverage both companies' brands and distribution networks to launch the new product lines at events like the Dew Tour and Olympics. Selling through Lib Tech and outdoor stores, the boards would cost between $70-3000 and strengthen both Nike and Lib Tech's positions against competitors in the winter sports market.
Successful implementation of shelf ready packaging (SRP) requires a cross-functional team approach. The team first scopes the opportunity and risks of converting a key product category to SRP. They engage packaging suppliers and design experts to develop the new SRP format. Finally, the team tests, educates employees on, trials, and implements the new SRP design. Core measures of success include ease of identification, opening, shelving, shopping, and disposal of the SRP. Global retailers have driven SRP adoption since the 2000s to improve in-store efficiencies.
Company A is assembling a pocket projector in California and wants to source plastic packaging locally from Company B to adopt just-in-time manufacturing. The simulation will model the process of Company B designing molds, producing plastic batches, and shipping to Company A for assembly. Key goals are reducing overseas suppliers for Company A and minimizing costs for Company B while producing batches on time. Statistical analysis of production outputs and times will validate the model meets companies' objectives.
- Attached exhibits which are readable and understandable (I sugge.docxmercysuttle
Tesca Works is considering expanding into producing refrigerators. The CEO has proposed the new product line to management and engineers. An analysis was conducted of introducing an energy efficient refrigerator. Two compressor options were examined. The analyst was hired to evaluate the proposal using cash flow forecasts, capital budgeting techniques, and sensitivity analysis to determine if the project should be accepted or rejected.
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 12Dwi Wahyu
1. The document discusses tactical decision making in management accounting, including defining tactical decisions as those with an immediate or limited end in view, as opposed to strategic decisions that establish long-term competitive advantage.
2. It provides examples of applying the tactical decision-making model, which involves recognizing the problem, identifying alternatives, costs/benefits, and selecting the optimal alternative based on overall benefit. Case studies discussed include production and outsourcing decisions.
3. The concept of relevant costs is explained as those that differ across alternatives being considered. Irrelevant costs do not impact the differential cost between alternatives.
Boeing has a long history manufacturing aircraft dating back to 1916. In the 1960s, Boeing announced it would manufacture the 747 jetliner, building the plane in Everett, Washington. This became a popular tourist attraction. In the late 1990s and 2000s, Boeing's tour center welcomed its 2 millionth and 3 millionth guests. However, Boeing has faced corruption issues. In 2002, Boeing fired its CFO and a senior Air Force procurement officer for unethical conduct regarding her hiring while still a government employee. This raised questions about Boeing's procedures and oversight. Boeing shares the importance of adhering to procurement integrity.
The document discusses global supply chain management strategies for a multinational automotive company. It outlines the company's manufacturing locations around the world and production responsibilities at each plant. It then discusses factors like foreign competition, technology diffusion, costs, taxes, and regulations that companies must consider for an effective global supply chain. Risk management strategies are also summarized, including redundancy, rapid response, and adaptability across the supply chain.
Foyson Resources is seeking to acquire Integrated Green Energy to diversify into fuel production using waste plastic as feedstock. IGE has developed a process to convert plastic waste into diesel and gasoline at competitive prices. Foyson plans to fund expansion of IGE's first commercial plant in Berkeley Vale to increase capacity from 50 to 200 tons per day. This will allow Foyson to generate revenue from fuel sales while continuing its mining exploration in Papua New Guinea.
This document discusses inventory management decisions and concepts. It begins by defining inventory and inventory systems. It then discusses inventory costs, classifications, and purposes. The document covers independent and dependent demand. It also covers single-period and multi-period inventory models, including the basic fixed-order quantity model and economic order quantity (EOQ) formula. Examples are provided to demonstrate how to calculate the optimal order quantity and reorder point using the EOQ model.
The document discusses expanding an existing warehouse to address current issues with limited space. The small size of the warehouse hinders production efficiency, chemical separation, order fulfillment, and limits growth potential. A larger warehouse would allow for better chemical separation and safety compliance. It would enable bulk storage of popular products to minimize changeover times and downtime between production runs. This could reduce labor costs by 25-30% by improving shift efficiency. The expanded warehouse would also provide room to package additional products and accommodate new packaging equipment for improved processes and profit margins.
Crown Cork & Seal/CarnaudMetalbox Mergerrapidravi
Crown Cork & Seal/ CarnaudMetalbox Merger:A U.S. packaging firm acquires a French packaging firm with the objective of creating the largest global packaging firm in the world.
Crown And Cork MergerCrown Cork & Seal/CarnaudMetalbox Mergerrapidravi
Crown Cork & Seal/CarnaudMetalbox:A U.S. packaging firm acquires a French packaging firm with the objective of creating the largest global packaging firm in the world.
This case study describes how Everest Double Glazing introduced an incentive scheme to align pay with organizational objectives. They implemented a "Grand Prix" style contest among their 10 factories that measured productivity, quality, and on-time production. The results were published weekly and the winning factory received prizes. Productivity increased 10% in the first year and up to 35% over 6 years. The scheme motivated employees and helped Everest meet quality, customer satisfaction and profitability goals. It demonstrated how pay incentives can successfully drive organizational performance when tied to key metrics.
This document discusses considerations for designing and laying out dairy plants. It covers classification of dairy plants, planning factors like market analysis and regulatory requirements, site selection criteria, capacity estimation methods, equipment selection guidelines, and design of facilities for hygiene, utilities, and storage. Key aspects addressed include process flow, material handling efficiency, operational costs, and compliance with food safety standards. Proper planning of a dairy plant's design and layout is important for smooth operations, hygienic production, and economic viability.
Caterpillar Tractor Company is a leading manufacturer of construction and mining equipment, diesel and natural gas engines, and industrial gas turbines headquartered in Peoria, Illinois. In the 1980s, Caterpillar faced challenges including slowing construction in its main US market and increasing competition from cheaper foreign manufacturers. To address these issues, the company needed to reduce costs through outsourcing production, expanding into emerging markets, and decentralizing decision making.
Case study solutions
supply chain engineering
MBA
Warehouse planning
Inventory Planning
Location Planning
Production capacity planning
Procurement and order fulfillment
This document summarizes a presentation about the benefits of roll-fed shrink sleeve labels using Polyphane FIT film. It introduces representatives from SKC and Polysack Flexible Packaging who announce a partnership for SKC to sell and distribute Polyphane FIT MDO shrink film in North and South America. The film addresses recycling challenges, provides a sustainable sleeve label solution, and can be used on various printing and sealing machines for bottle labeling. Polyphane FIT film has proven successful on different applications and is compatible with multiple shrink sleeve converting technologies.
The document provides an overview of the May Cheong Group, a large toy manufacturing company with headquarters in Hong Kong and offices in the US and France. The company has over 45 years of experience producing die-cast replicas and has 3 manufacturing facilities in China with over 15,000 employees and the capacity to produce 50,000 units per day. May Cheong Group has direct customer relationships and provides a wide range of toy products for promotions around the world.
Nike is a atheletic American shoe maker company,founded by Bill Bower man and Phil Knight as Blue ribbon support in 1962 and later in 2003 the name was changed to NIKE.
Havingits headquaters in Beaverton,Oregon in the Polan metropolitan area.Its one of the renowned,biggest as well as the leading supplier for trendy athletic shoes worlwide.Not only shoes its also manufacture clothes and apparels as well . And as it gives a sale of 3.7 billion $ which makes this manufacturer control 47% of the atheletic shoe market . It supplies its product in more than 100 countries worldwide .And I must say with its beautiful design and sporty look as well for its high quality material NIKE has achieved that legendary as well as remarkable place in the shoe industry. Nike has grown to be the industry largest sports and fitness industry. The motive of Nike is to bring inspiration and innovation to every athlete in the world Nike is been compared with the leading competitor which are Adidas, Reebok and as well as Puma etc. The report also gives a brief description about how the marketing analysis take place in the particular shoe brand by discussing its strength, weaknesses, opportunity and also focusing some of the market strategies
This document summarizes a business English class about brand management. The class covered brand management vocabulary, a discussion on branding, a language review of the present simple and present continuous tenses, and another discussion on brand management. Exercises were assigned from the textbook on brand management vocabulary, the present tenses, and choosing a product to discuss in a meeting using brand management terms. Homework assigned was to complete exercises in the textbook.
Nike produced strong Q1 EPS growth of 23% and revenue growth of 5% overall and 14% on a currency-neutral basis. Future orders grew 17% on a currency-neutral basis across key geographies and categories. The analyst maintains a Buy rating on Nike with a December 2016 price target of $140, believing Nike's brand equity and growth opportunities justify its valuation.
The document proposes that Nike partners with Lib Tech, a snowboard and skateboard company, to expand into selling snowboards, skis, and skateboards. This would allow Nike to appeal to winter sports athletes and complete its mission of serving all athletes. Lib Tech's boards use advanced technology and are handcrafted in the US. The partnership would leverage both companies' brands and distribution networks to launch the new product lines at events like the Dew Tour and Olympics. Selling through Lib Tech and outdoor stores, the boards would cost between $70-3000 and strengthen both Nike and Lib Tech's positions against competitors in the winter sports market.
Successful implementation of shelf ready packaging (SRP) requires a cross-functional team approach. The team first scopes the opportunity and risks of converting a key product category to SRP. They engage packaging suppliers and design experts to develop the new SRP format. Finally, the team tests, educates employees on, trials, and implements the new SRP design. Core measures of success include ease of identification, opening, shelving, shopping, and disposal of the SRP. Global retailers have driven SRP adoption since the 2000s to improve in-store efficiencies.
Company A is assembling a pocket projector in California and wants to source plastic packaging locally from Company B to adopt just-in-time manufacturing. The simulation will model the process of Company B designing molds, producing plastic batches, and shipping to Company A for assembly. Key goals are reducing overseas suppliers for Company A and minimizing costs for Company B while producing batches on time. Statistical analysis of production outputs and times will validate the model meets companies' objectives.
- Attached exhibits which are readable and understandable (I sugge.docxmercysuttle
Tesca Works is considering expanding into producing refrigerators. The CEO has proposed the new product line to management and engineers. An analysis was conducted of introducing an energy efficient refrigerator. Two compressor options were examined. The analyst was hired to evaluate the proposal using cash flow forecasts, capital budgeting techniques, and sensitivity analysis to determine if the project should be accepted or rejected.
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 12Dwi Wahyu
1. The document discusses tactical decision making in management accounting, including defining tactical decisions as those with an immediate or limited end in view, as opposed to strategic decisions that establish long-term competitive advantage.
2. It provides examples of applying the tactical decision-making model, which involves recognizing the problem, identifying alternatives, costs/benefits, and selecting the optimal alternative based on overall benefit. Case studies discussed include production and outsourcing decisions.
3. The concept of relevant costs is explained as those that differ across alternatives being considered. Irrelevant costs do not impact the differential cost between alternatives.
Boeing has a long history manufacturing aircraft dating back to 1916. In the 1960s, Boeing announced it would manufacture the 747 jetliner, building the plane in Everett, Washington. This became a popular tourist attraction. In the late 1990s and 2000s, Boeing's tour center welcomed its 2 millionth and 3 millionth guests. However, Boeing has faced corruption issues. In 2002, Boeing fired its CFO and a senior Air Force procurement officer for unethical conduct regarding her hiring while still a government employee. This raised questions about Boeing's procedures and oversight. Boeing shares the importance of adhering to procurement integrity.
The document discusses global supply chain management strategies for a multinational automotive company. It outlines the company's manufacturing locations around the world and production responsibilities at each plant. It then discusses factors like foreign competition, technology diffusion, costs, taxes, and regulations that companies must consider for an effective global supply chain. Risk management strategies are also summarized, including redundancy, rapid response, and adaptability across the supply chain.
Foyson Resources is seeking to acquire Integrated Green Energy to diversify into fuel production using waste plastic as feedstock. IGE has developed a process to convert plastic waste into diesel and gasoline at competitive prices. Foyson plans to fund expansion of IGE's first commercial plant in Berkeley Vale to increase capacity from 50 to 200 tons per day. This will allow Foyson to generate revenue from fuel sales while continuing its mining exploration in Papua New Guinea.
This document discusses inventory management decisions and concepts. It begins by defining inventory and inventory systems. It then discusses inventory costs, classifications, and purposes. The document covers independent and dependent demand. It also covers single-period and multi-period inventory models, including the basic fixed-order quantity model and economic order quantity (EOQ) formula. Examples are provided to demonstrate how to calculate the optimal order quantity and reorder point using the EOQ model.
The document discusses expanding an existing warehouse to address current issues with limited space. The small size of the warehouse hinders production efficiency, chemical separation, order fulfillment, and limits growth potential. A larger warehouse would allow for better chemical separation and safety compliance. It would enable bulk storage of popular products to minimize changeover times and downtime between production runs. This could reduce labor costs by 25-30% by improving shift efficiency. The expanded warehouse would also provide room to package additional products and accommodate new packaging equipment for improved processes and profit margins.
Crown Cork & Seal/CarnaudMetalbox Mergerrapidravi
Crown Cork & Seal/ CarnaudMetalbox Merger:A U.S. packaging firm acquires a French packaging firm with the objective of creating the largest global packaging firm in the world.
Crown And Cork MergerCrown Cork & Seal/CarnaudMetalbox Mergerrapidravi
Crown Cork & Seal/CarnaudMetalbox:A U.S. packaging firm acquires a French packaging firm with the objective of creating the largest global packaging firm in the world.
This case study describes how Everest Double Glazing introduced an incentive scheme to align pay with organizational objectives. They implemented a "Grand Prix" style contest among their 10 factories that measured productivity, quality, and on-time production. The results were published weekly and the winning factory received prizes. Productivity increased 10% in the first year and up to 35% over 6 years. The scheme motivated employees and helped Everest meet quality, customer satisfaction and profitability goals. It demonstrated how pay incentives can successfully drive organizational performance when tied to key metrics.
This document discusses considerations for designing and laying out dairy plants. It covers classification of dairy plants, planning factors like market analysis and regulatory requirements, site selection criteria, capacity estimation methods, equipment selection guidelines, and design of facilities for hygiene, utilities, and storage. Key aspects addressed include process flow, material handling efficiency, operational costs, and compliance with food safety standards. Proper planning of a dairy plant's design and layout is important for smooth operations, hygienic production, and economic viability.
Caterpillar Tractor Company is a leading manufacturer of construction and mining equipment, diesel and natural gas engines, and industrial gas turbines headquartered in Peoria, Illinois. In the 1980s, Caterpillar faced challenges including slowing construction in its main US market and increasing competition from cheaper foreign manufacturers. To address these issues, the company needed to reduce costs through outsourcing production, expanding into emerging markets, and decentralizing decision making.
Case study solutions
supply chain engineering
MBA
Warehouse planning
Inventory Planning
Location Planning
Production capacity planning
Procurement and order fulfillment
In April 2013, Procter & Gamble (P&G), the world’s largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving suppliers the ability to receive discounted payments for their P&G receivables. Fibria Celulose, a Brazilian supplier of kraft pulp, joined the program in 2013 but was re-evaluating the costs and benefits of participating in the SCF program in the summer of 2015. The firm’s treasury group and its US country manager must decide whether to keep using the program and, if so, whether to keep their existing SCF banking relationship or start a new relationship with another global SCF bank.
Bayshore Petroleum Corp. has developed a revolutionary upgrading technology called Cold Catalytic Cracking (CCC) that can upgrade heavy oil into lighter products like diesel using lower temperatures and pressures than conventional upgrading. Bayshore intends to commercialize this technology by building an upgrading plant in Saskatchewan and licensing the technology globally to upgrade heavy oil and refinery residues. They are raising $5 million to fund initial projects and pursue opportunities in countries like Canada, Iraq, and Kazakhstan.
Haier is a Chinese appliance manufacturer that was founded in 1984 and has become the top appliance brand in China and fourth largest in the world. The company was started by Zhang Ruimin who took over a failing refrigerator factory. Through a focus on quality and technology improvements, Haier was able to become the dominant brand in China. In the late 1990s and 2000s, Haier pursued an international expansion strategy, first focusing on difficult markets like Europe and the US before expanding globally. Through acquisitions and establishing local operations, Haier has been able to grow significantly internationally and now generates around 30% of revenue overseas.
The document discusses the development of a battery pack that can capture wasted energy generated during the lowering of a drilling rig's top drive. The battery pack would install in place of one of the rig's generators, allowing the captured energy to be reused and reducing fuel costs by up to 10% per rig. Recent advances in battery technology have enabled this solution, though no rig operators have adopted it yet. The company Powera plans to manufacture and sell these battery packs, which could save rig operators $800 per day in fuel costs.
Davies-Craig developed an electric water pump (EWP) for automobiles that can save 3.5-10% of fuel and lower emissions. However, diffusion into the auto industry is slow due to resistance to change and barriers to entry. Davies-Craig identified niche markets for high performance and vintage cars where customers value the benefits. While not yet replacing belt driven pumps, the EWP has proven successful in these markets. To further commercialize the EWP, Davies-Craig will pursue a "Salesman" strategy focused on market research and customer development to adapt to a changing industry and increase competition.
CASE Queensland Food CorpIn early January 2003, the senior-.docxcowinhelen
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In Janu.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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2. Page6
History of World Kitchen and Pyrex
World Kitchen was formed in 1998 by purchasing from Corning by Borden food corporation, but they
has only 3 year to be about to use the name Corning. New setting from acquired KKR (Kohlberg, Kravir
Roberts & Co.) General House wares and Ekco, the name have been fully change to World Kitchen (WKI)
The firm faced financial problem and sell the popular brand OXO to Helen of troy in 2004 to improve the
financial status. At this moment in 2013 the firm has been back to relaunch the Corningware again.
Pyrex is accidentally discovering its potential by the wife of a scientist of Corning after she asks her
husband a new baking glass for her sponge cake. That glass is a low-expansion borosilicate glass, and
from the first used in 1913, real production has been start since 1915 from the order of Jordan March;
the department store in Boston.
Strategic Sourcing
From the start they mainly use the outsource production for cost saving and to benefit from supply
chain, WKI use they volume for keep the competitive advantage on both pricing and branding. As the
result many plant have been closing and use the outsource from lower cost country such as China, Korea
and Thailand.
At this moment they only own 2 plants in the State as PYPEX in PA and Corelle in NY. Many problem
have been found from using out source such as
- Product quality lower than expect
- Variation from lot - lot on color
- Intellectual Property control
Also there are some treat from the big buyer such as Walmart, Target and Bed Bath & Beyond, that is
the if the US brand move their production line out of the US, they will buy direct from supplier and use
as they house brand.
The Market
There are 3 categories for PYREX
Prepware: for mixing blow and measuring cap, this is the highest volume for the firm.
Bakeware: for anything use in oven
Serveware: Use as serving on the table (lowest demand)
PYREX dominate over 75% share in the glass kitchen banking ware; which has a research in 2006 shown
that 79% of household in the state will has at least one PYREX in their kitchen.
3. Page6
Other interesting is that most of the glass prepware were product in the state nether from WKI in PA or
Ancher Hocking in OH; their main competitor which has 22% share.
Also the profit margin is become lower and lower (about 7%), this is not an attraction to new investor
any further. Also as far as the glass as a heavy and difficult to carry together with the Tariff protection
from the US government has implement, then the importer also need to consider this as detail.
Manufacturing
Since the start form 1915, the can make the PYREX about 45 millions pieces per annual with estimate
selling “dollar-a-piece”. Production start from
- Ingredients coming from 8 difference sources, and store in Silos.
- Melting and mixing in Furnace (tank)
- Molding to be each demanded shape, excess will melt back to the system
- Strengthen by annealing process (heat to the melting point and suddenly cool the surface down)
- Painting: especially for the measuring cap or lab equipment glass.
From all processes the furnace is the most expensive, since it needs to give lot of energy to heat and
melt the glass, which related to the energy use the machine will run 24/7 to keep the economics of
scale. Also the heat barrier special designed block also needs a replacement every 7 – 8 years.
Make VS. Buy
In 2006 there are 2 major events to the company as
- New contract with the Union workers; which has come to also dead-end
- Within 2 years the replacement of the barrier block would cost over 12 mio USD for about 8
years of service (straight-line depreciated would be about 1.5 mio per annual)
From above 2 main issues, the company on working the way out to find the best solution to go on or
stop the production and move to outsource. Since the very high cost of the labor from below chart they
looking into new emerging country for the better price, but also some factor needs to keep in mind such
as, shipping cost, Lead-time and the custom Tariff.
4. Page6
Discussion Questions
1. What are the Pros and Cons of continuing production at the Charleroi plant?
Pros Cons
Production can be control at the top quality Competitors can overcome with acceptable quality
but lower price from over sea production
Utilize the current asset as to control stock and
delivery (logistic)
More and more logistic cost and transaction
increase in case difference manufacturing pattern
Able to control the lead time and production
schedule
Cost can be higher due to labor cost in the State
and the machine maintenance, which is coming
about 12 mio USD
Brand’s protection due to keep the process or
special requirement on hand and also has more
flexibility on product design.
Cost of development product might be higher as
local labor cost, if compare to give away the
development to supplier
Will have fewer problems with the convenient
store as to keep the product “Make in U.S.A.”
The convenient store might also try to bring their
own house brand later, which would be cheaper
Lower inventory turn, since the production able to
run 24/7
In case sales drop they are no turning back in
investment costing; only option is to lower the
price which at this moment already has lower
profit
Can keep the brand awareness due to the quality
as keep the production in the State
Since the equipment has higher cost and low
margin, to invest on new technology might not
possible to improve the quality or property
5. Page6
2. What downside might there be with offshore outsourcing production of PYREX production line
to overseas suppliers?
Supplier Location Cap Utilization
Available
Cap
Price
per
Pound
Shipment
Tariff
Rate
Landed
Price*
Possible
cap **
A Australia 100 97% 3.093 0.795 0.0200 18% 0.962 0
B Brazil 50 95% 2.632 0.765 0.0110 22.5% 0.951 0
C China 70 88% 9.545 0.755 0.0180 22.5% 0.947 4.900
D Thailand 65 85% 11.471 0.776 0.0180 22.5% 0.973 6.500
E Italy 110 96% 4.583 0.785 0.0075 22.5% 0.971 0
F Turkey 90 85% 15.882 0.760 0.0085 22.5% 0.941 9.000
G Mexico 80 75% 26.667 0.825 0.0050 4% 0.863 16.000
36.400
WKI 47 89% 5.809 0.93 0.0025 0.9325
* Landed price = CIF price plus TAX
** Set the max production cap to 95% then calculate for the possible order quantities
From data above can conclude that there are not possible for ordering the production from over sea
event we have from more than one site and some issues as below
a) There are no suppliers who can handle all the products by one site, then the difficult of handling
more suppliers will come.
b) US government might change their policy after we have close down the plant to increase tariff.
c) And from above if we calculate base on best case by giving them the max cap at 95%, total
volume still be only 36.4 mio lbs which is less than our demand at 47 mio lbs.
6. Page6
d) Lead time of product is higher and we would need to handle the cost of inventory and logistic
system more than the current which only one day.
e) Price difference is not that sufficient to move on, since there are only Mexico plant that has
benefit, but the production capacity also not fit to the requirement of the firm, another option is
to push Mexico to expand their capacity, but this project might took a long time to finished.
f) Protection on Intellectual property would be concern since we would need to give some
technical detail to the subcontract.
g) Quality might be less and the claim rate might be increase, this would lead to lower the brand
image.
3. If the recommendation is to offshore outsource, what issue have to be address with the
Charleroi Plant? And what can we do with the plant?
a) Need to build inventory for the transaction period which might took up to 6 months.
b) The Union would request a lot of compensation program for the plant closed down.
c) Staffs might be able to volunteer move over to the other plant for Corelle production in NY,
but company might also face some relocation cost.
d) Asset might not be able to sell out since it’s a special designed facility for Pyrex.
e) We also can study the joint venture with Mexico and move the equipment their.
f) One who buys the equipment might able to learn the technology from the asset and it also
might be brought over by competitors at the lower cost.
g) Since the offshore total production might not enough for local demand plant might not be
able to closed down 100 %
h) Plant can also be adept to be ware house or distribution center for the company.
7. Page6
d) Lead time of product is higher and we would need to handle the cost of inventory and logistic
system more than the current which only one day.
e) Price difference is not that sufficient to move on, since there are only Mexico plant that has
benefit, but the production capacity also not fit to the requirement of the firm, another option is
to push Mexico to expand their capacity, but this project might took a long time to finished.
f) Protection on Intellectual property would be concern since we would need to give some
technical detail to the subcontract.
g) Quality might be less and the claim rate might be increase, this would lead to lower the brand
image.
3. If the recommendation is to offshore outsource, what issue have to be address with the
Charleroi Plant? And what can we do with the plant?
a) Need to build inventory for the transaction period which might took up to 6 months.
b) The Union would request a lot of compensation program for the plant closed down.
c) Staffs might be able to volunteer move over to the other plant for Corelle production in NY,
but company might also face some relocation cost.
d) Asset might not be able to sell out since it’s a special designed facility for Pyrex.
e) We also can study the joint venture with Mexico and move the equipment their.
f) One who buys the equipment might able to learn the technology from the asset and it also
might be brought over by competitors at the lower cost.
g) Since the offshore total production might not enough for local demand plant might not be
able to closed down 100 %
h) Plant can also be adept to be ware house or distribution center for the company.