2. Mission Statement
The strong brand of SEL incorporate the
willingness to be a specialist provider of
entertainment, education, for all ages
through traditional, creative and hand –
made games and toys
3. TARGETS/GOALS
Increase stock turn over to 5
Reducing cost and overhead by 40%
Double our profit
Increase the market share by 5-10%
Reducing lead time to 2 weeks
Increase the measure of profitability by 30%
Reduce stock level by 75%
Increase sale by 10%
4. PRODUCT GROUP
1- ADULT BOARD GAMES
2 - CHILDREN BOARD GAMES
3 - MERCHANDISING BOARD GAMES
4 - CHILDREN CARD GAMES
5 - ADULT CARD GAMES
6 - MERCHANDISE CARD GAMES
7 - WOODEN JIGSAWS
8 - ADULT CARDBOARD JIGSAWS
9 - STANDARD CHILDREN CARDBOARD JIGSAWS
10 - MERCHANTISING CARDBOARD JIGSAWS
11 - PLAY-TRAYS
5. SWOT ANALYSIS
STRENGHT
•Strong name brand – Brand
value
•New chief executives ideas
•Relationship with toy chains
OPPORTUNITY
Hand made, more expensive
toys
•Parents interest in more
traditional toys
•New TV spin offs
•Growing interest in
consumers with
environmental concerns
WEAKNESS
•History of low profitability
•Poor Liquidity ratio
•Poor Stock turnover
•Complex organisational structure
THREATS
• Changing Fashion product
•Children maturing earlier
•Innovation of electronic games
•Economic downturn
10. Importance to Business
CompetitivePosition
High Medium Low
StrongNeutralWeak
•Board games
•Wooden jıgsaw
•Card gamnes
SEL Technology Sourcing & the
Supplier Relationship Matrix
Adapted from Abetti
•Cardboard Jıgsaw
•Play trays
11. Construct Product Activities
Is the Subsystem
Strategic
OUTSOURCE
Develop technical &
commercial partnerships
with suppliers
Form families of
components
Is the family StrategicInternal Capabilities?
CORE
Make it in-house
Is investment
justified?
OUTSOURCE
As soon as
possible
No
No No
Yes
YesYes
Implementation of
an improvement
program
Competitive? OUTSOURCEHarvest
gradually
Harvest
gradually
OUTSOURCE
CORE
Focus & invest to
stay World Class
No
No
No
No
Yes
Yes
Yes
Yes
Venkatesan’s Flowchart
Card Games
Are machines &
physical assets
capable?
Are we competitive?
12. Kraljic’s Matrix
Card games
LEVERAGE
Exploit purchasing
power
STRATEGIC
Form relationship
NON-CRITICAL
Efficient processing
BOTTLENECK
Assure supply
Profit
Impact
High
Low
Low High
Supply Risk
HBR 1983
Card Games
15. IMPLICATIONS IMPLICATIONS
Flexible
Complex
Match customer needs
High unit cost
Changing capacity
Anticipation
Flexibility
In touch with demand
High unit cost
Short waiting
tolerance
Satisfaction
governed by
customer
perception
Customer contact
skills needed
Received variety is
high
High unit cost
Low repetition
Each staff
member performs
more of job
Less
systemisation
High unit costs Well defined
Routine
Standardised
Regular
Low unit costsStable
Routine
Predictable
High utilisation
Low unit costs
Time lag between
production and
consumption
Standardised
Low contact skills
High staff
utilisation
Centralisation
Low unit costs
High repeatability
Specialisation
Systemisation
Capital intensive
Low unit costs
VARIATION IN
DEMAND
High Low
CUSTOMER CONTACTHigh Low
HighLow VOLUME
High LowVARIETY
A Typology Of Operations: The 4 Vs.
Cardboard Jıgsaw
19. Operational targets in order to
achieve financial goals
Automation for packaging (decrease lead-
time and staff, increase in speed)
Integrate printing to in-house production
(increase flexibility and decrease cost and
lead-time)
Changing the wood and cardboard suplier
to a domestic and closer company.(form
long term relationship, flexible, low lead-
time and inventory, dependability)
