Introduction
Ted Jones, a young man of 35 years, takes a reflective review of his 2 years tenure as the Supply Manager heading a team of professional buyers, expediters and support staff at Eagle Manufacturing Company. He reflects on his team’s laudable accomplishments, the different challenges that he has faced from the various departments within the organization, the incessant pressure from top management for seamless operations devoid of supply related problems, and seeks to find a way to solve these problem so as to ensure an efficient and more effective supply management process for his organization.

Analysis of the Case
Ted Jones has been the Supply Manager at Eagle Manufacturing Company for two years. He heads a team of professional and experienced supply staff, but feels that there is a need for additional training for some of his team members so as to closely align them to the desired performance outcomes of his department.

Despite his team’s great performance data, morale is low among his staff and some of them has started resigning due perceived poor remuneration, low visibility of the impact the department’s achievement has had resolving the company’s supply related problems, and high work pressure brought about by a never ending tirade of supply problems emanating from other departments.

Some of the most recent supply management problems were: 1. Late submission of a purchase request by the maintenance department that makes it impossible for Ted and his team to have enough time to adequately source for suppliers and obtain the best price and quality for the requested robot. 2. The use of wrong basis/data in estimating the price of materials in purchase requests. 3. Stock out of essential parts need for key manufacturing operations. 4. Poor quality of raw materials that creates production problem for the company’s new production