...ABSTRACT In this paper “The real strategies in shoe manufacturing” we take a look at the reality of a Mexican industry dedicated to shoe manufacturing, with the intention of showing the lack of professional techniques that take place not only in the company studied, which affect the efficiency of the business. THE REAL STRATEGIES IN SHOE MANUFACTURING Nowadays there are many different approaches and methodologies that can be used for industrial systems’ optimization and analysis. Among these techniques are the ones for production and inventory management and industrial plant distribution, which are mainly used for reducing the company’s cost. According to APICS Dictionary, production management consists of “planning, scheduling, executing and controlling the process of converting inputs into finished goods.” In addition APICS Dictionary defines inventory as “those stocks or items used to support production (raw materials and work-in-process items), supporting activities (maintenance, repair, and operating supplies), and customer service (finished goods and spare parts).” (2) For many businesses it is very important to maintain certain number of goods in inventory because their capacity it is not enough to fulfill clients’ orders. Each product in inventory represents money, an investment tied up until finished products are delivered to clients. It is important to select the best techniques depending on the type of industry and the goals of the company. ZEBRA...
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...compact disc charger, which is also include the technology that is used in creating the disc charger the will better off than any other organization within the industry. (2) The stakeholder will agree that the financial aspect of today global market is going to play a vital role, Professor Ulrich Stager, said that many stakeholders do express their concern over a perceived no playing field with most firms that are operating in different part of the world (Stager, 2006). (3) BJB stakeholder do feel that it is necessary to create a dependable and durable products, the time and energy spent in researching this product will help BJB in the market perspective in the long run which will help with the success of business. (2014, 10) BJB Manufacturing Company Quality Management Initiative...
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...DaimlerChrysler I. Vision and strategy of Jurgen Schrempp for conducting merger: a. To create a company that would combine the Mercedes’ engineering with Chrysler’s marketing and design savvy to develop a vehicle to be sold anywhere in the world b. Increase market share (diminished by competitors increase in quality, technology, and innovation): i. Daimler – felt pressure to merge, ranked 15th largest automaker (only above Volvo & Porsche) ii. Chrysler – lack management depth, new products, and has small oversee market penetration c. Avoid consolidation due to global overcapacity d. Cope with changing marketplace and technology, such as the Internet e. Remain competitively priced by reducing cost (implementing “platform” design across DaimlerChrysler) f. Was it really “a merger of equals”? What went wrong? (see table and reference #2 – Muller, 2001) Issues faced by DaimlerChrysler after 1998 merger: a. How to leverage “soft” assets, such as Intellectual Capital in the form of Knowledge Management? b. How to resolve cultural differences between Daimler and Chrysler c. How to convince executives, managers, and staff to be open and remain loyal d. How can knowledge management be used to smooth the merger process * See reference #4 (Robb, 2003) for similarities between related KM acquisitions and mergers e. Is there enough resources or reason to adopt Knowledge Management * See Table A for comparison of companies that adopted KM Transfer of resources and capabilities: a. Economies...
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...Riordan Manufacturing Strategy FIN/370 University of Phoenix Riordan Manufacturing Strategy Determining the best approach for Riordan Manufacturing is vital to being prepared for expansion and future growth. Examining the potential of Initial Public Offerings, acquisition of another company, and a merger will assist with the decision making process. Initial Public Offering Initial Public offerings (IPOs) occur when a company first introduces their stock to the public. Upon selling the stock the company will receive money, which it can distribute internally. The stocks will then go on to the secondary market where the market price for the stock will be set through the buying and selling of the stock. The only time the company “ever receives money from the sale of one of its securities is when it is sold in the primary market” (Titman, Keown, & Martin, 2011, p. 322). Strengths IPOs carry little risk, which make them attractive to companies as a viable option for raising funds. Companies do not have to pay investors back after they by shares and a company who properly balances their debt and equity ratio can sell more stock with little or no flotation cost. By not having to incur debt as they would with a bank and not having to pay required interest or dividends, which would be the case with preferred stock or bonds, a company could free itself from a real obligation to the investors. Weaknesses When a company decides to go public it can be one of the most difficult...
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...implement cost reduction methods with significant results. 1. Raw material procurement: 2. Logistics- Inbound and Outbound: 3. Warehouse and Stores: 4. Manufacturing Process (Production) : 5.Energy, fuel & Water 2 6.Information Management 7. Finance 8. Human Resources 8. Sales & marketing 3 FEW BASIC IDEAS PROCUREMENT IT CAN BE DIVIDED INTO TWO MAJOR GROUP A. PRODUCT B. SERVICES Raw material purchases constitute around 60-65% of the cost of product; hence any savings on this front would be significant for profit of the organization. 4 1. BULK BUYING: A. The company which has units spread across the geography can negotiate better price when the volumes are high, instead of buying for individual units its recommended to have central buying policy. B. You can negotiate better price if you can put your entire annual consumptions to a vendor and ask him for annual rate contracts. Bulk buying should be supported by bulk handling and storage system. 2. OPPORTUNITY BUYING: Most of commodities and raw material has seasonal Cycle of prices they peak and fall in intervals hence you have to look for the lowest price to buy in bulk and get the price advantage. 5 3 LOCAL VENDORS: Vendors should be located in close vicinity of the manufacturing area that helps lower freight charges and keeping low inventory. Only when it becomes economical to source from international market .eg crude oil from Middle east...
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...181}199 A survey of manufacturing strategies in China-based enterprises David J. Robb *, Bin Xie Department of Management Science and Information Systems, The University of Auckland, Private Bag 92019, Auckland, New Zealand Department of Management Science and Engineering, School of Economics and Management, Tsinghua University, Beijing 100084, People's Republic of China Received 13 December 1999; accepted 7 September 2000 Abstract We present the results of a 1997 study exploring the manufacturing strategy of 46 plants (foreign-invested enterprises (FIEs) and wholly Chinese-owned enterprises (WCOEs)) located primarily in the Beijing}Tianjin area. Semi-structured interviews using a questionnaire in English and Chinese were employed to: (i) identify current activity (practices and emphases) and future trends in manufacturing, (ii) compare and contrast FIEs and WCOEs, and (iii) identify how practices correspond with performance on various competitive objectives and overall performance. Fundamental di!erences were found between FIEs and WCOEs both in terms of practice and priorities (the former emphasizing 2001 Elsevier Science B.V. All rights reserved. competition on time/delivery, and the latter various aspects of quality). Keywords: Operations strategy; Production management; Delivery performance; Empirical research; Cross-cultural adaptation 1. Introduction Following calls for more `groundinga to undergird and advance the "eld of Operations Strategy (e.g., [1]), a stream...
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...Make vs. Buy Revisited Reassessing your company’s manufacturing strategy M ake or buy? The classic manufacturing question still has no easy answer. Amid signs of demand recovery, but with capital still limited and resources thinned by restructuring, top executives today are revisiting the issue. To come to the right make-or-buy decision, leading companies resist the temptation to “feed the beast.” Instead of focusing only on short-term gains, these leaders keep their long-term strategy and corresponding core competencies in mind. They adopt a clearly defined manufacturing strategy, and then adopt the right tactics that can lead to smart decisions and a competitive advantage. The trade-offs between making a product inhouse and buying it externally are well known to most senior executives. The “buy” approach— a manufacturer purchasing a necessary part from an outside source—frees up resources, reduces capital demands, increases flexibility and improves returns on capital employed, but in a tough market companies may seek to avoid potential quality concerns and supply risks. On the other hand, a “make” approach—developing and building that same necessary part internally—enables the company to utilize available internal capacity, absorb fixed costs and protect intellectual property, but it can lead to unnecessary complexity and divert time and attention away from highervalue activities. Choosing “make” simply because the capacity already exists, or “buy”...
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...Competitive Advantages MGT/498 - Strategic Management February 9, 2014 Competitive Advantages Paper Economy today is highly competitive; increasingly competitive as more companies acknowledge that domestic landscape is shrinking. As the opportunities decrease in the domestic market, organizations are making the changes to gain a competitive advantage in the global market. In this paper, team B will discuss the advantages of Riordan Manufacturing and how there related to other organizations in the market, such as Starbucks, and Apple Inc. In addition to determining the competitive strategies of Riordan, they must improve innovation and sustainability in their business operations of both the United States and global market. Furthermore, Riordan has to establish particular strategies and determine the numerous ways in which they will accomplish sustainability of long-term organizational performance. Competitive Advantages The company Riordan has the competitive advantage of product differentiation because their producing computer fans, heart valve stems, and injected molded products, such as water bottles, etc. Their competitive advantage caters to any retail household store, office buildings, and even medical centers. Furthermore, Riordan has several locations, which can be used to implement production efficiencies, which lower costs. To identify opportunities, the organization holds a comprehension market study to gain knowledge and establish directional tactics...
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...Strategic Plan for Riordan Manufacturing Team B MGT/498 November 20, 2013 Strategic Plan for Riordan Manufacturing Riordan Manufacturing is an industry leading organization in plastic injection molding. The organization products includes beverage containers, customer plastic parts, from computer fans to room fans to medical devices such as heart values and stents, to custom designs for the customer needs. Riordan services leading industries such as hospitals, aircrafts manufactures, automobiles manufactures and many others large businesses. The organization employs roughly 550 employs with plants in Georgia, Michigan and China with facilities around the world. As many organizations today strategic planning is a must in order to excel in today’s world of business. We will take a look at the need, direction and provide guidance as to how factors such as environmental scanning, strategy formulation, strategy implementation, and evaluation and control can all play a role in creating a strategic plan for Riordan Manufacturing. Strategic planning Strategic planning brings on new and different perspectives from other sources. It allows the opportunities for round table discussions, brainstorming, and an opportunity to hire consultants to keep the company abreast of new trends, customer wants, needs and desires. Strategic planning also allows for an organization to create a plan for placing mitigating measures in case problems occur. If the plan should not...
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...Riordan Manufacturing Team Building and Conflict Management MGT/311 October 28, 2013 George Beaini Riordan Manufacturing Team Building and Conflict Management Riordan Manufacturing is working to launch CardiCare Valve heart valves and in doing so is designing a new team to proceed with the product launch. The company is looking to use many current employees along with some new hires to build the team needed to manufacture this new product. The company will be using team building strategies to determine how to build the new team for this product and will also be looking at conflict management and conflict management strategies to handle any possible problems that may arise. Part I: Team Strategy Plan There are different strategies that can be used to identify employees for a team. It is very important that when putting a team together the people used have complementary skills and are able to work together. Reviewing employee files would be a good place to start. Looking at performance reviews and employee’s strengths and weaknesses can help to determine what people to use in the team for this new product. This will only work for the existing employees. With the new employees that are coming in to work on the project for the new product the data from the interviewing process and past job experience will help to determine how these employees can be best used in the new team that is being developed. There can be a variety of challenges that arise while developing...
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...Riordan Manufacturing Strategic Plan Riordan Manufacturing Strategic Plan This paper was structured by Team A and based on the strategic plan of Riordan Manufacturing. Team A completed an environmental scan, strategy formulation, strategy implementation and also completed evaluation and controls. There is a significant amount of information that is discovered through this process which will benefit Riordan Manufacturing and their business operations. In result, Riordan Manufacturing is able to benefit from this process because they use it as an edge in the industry and gain a lead on the competition. Environmental Scan The internal environmental scan for Riordan Manufacturing is included in the SWOT analysis; a group which determines the weaknesses and strengths. A strength for Riordan would be their solidified brand name which helps them keep a strong reputation among their clientele. Furthermore, Riordan benefits from having access to high-end natural resources. In regards to downfalls, Riordan suffers from their high cost of structure and the lack of access to ideal key distributions. In addition, the external environmental scan of the SWOT analysis is comprised of opportunities and threats. Riordan has some potential in removing internal trade barriers and the introduction of the latest technology. Riordan’s threat is the increment of those trade barriers and the introduction of substituted products. Competitive Advantages The manufacturing industry...
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...the core competency. Even though the strategic method was effective domestically in India, M&M had to reposition its strategic position in South Africa and they have several alternatives. However, M&M was aware that entering the Indian automobile markets would be competitive but they still proceeded. This was a successful multinational venture that has contributed to a successful global economy. However, the strategy was not effective in South Africa and therefore several alternatives were considered. First strategic alternative was to assemble vehicles in South Africa. The second alternative was to establish M&M’s own manufacturing unit in South Africa would be beneficial to the company. The third alternative was to reconstruct the current business model that in India and expanding into Africa by using them as export hub. The last alternative was the wait and watch method after the automobile recession occurred in South Africa. This case will explore several alternatives available for M&M in order to expand the multinational company strategy and enhance integration to the global market. It will analyze M&M’s the advantages and disadvantage of all four strategic measures. The goal of this analysis is to improve the multinational company’s strategic plan in South Africa. Background In 1945, Mahindra & Mahindra Ltd. (M&M) functioned as a steal trading entity established by two brother located in India. During 1947, they decided to join the automobile...
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...Competitive Advantages Paper Erika Hamel MGT/498 John Paul Warren 08-11-14 Riordan Manufacturing has a lot in common with the two companies I researched last week. Both Nike and A.O. Smith are trying to a find competitive edges to stay ahead of their competitors, and remain number one against their competition. Riorden is trying to do the same thing. They are trying to implement a tracking system that will track and manage raw material, and finished products across all plants. This will reduce their inventory costs, which in return can make their prices more attractive and cheaper for their customers. This could give them a competitive edge against their competitors. A.O. Smith is trying to create a world class supply chain that has the capability to deliver their boilers and heaters in a time efficient manner to the more than 60 countries in which they operate. This will give them the global advantage of being able to sell their products all across the world, which in return will make them a much bigger company, and increase profits. Nike also is constantly trying find ways to stay current and ahead of their competition. Nike has implemented a manufacturing index, which allows their organization to take a comprehensive look at their factories total performance, and the techniques those contract factories are using to achieve sustainability (Nike, 2012). Nike’s manufacturing index is a very effective assessment tool as it allow Nike to “elevates labor and environmental...
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...organizations use as a concept to allow an organization to outperform its competitors. For an organization, there can be many types of competitive advantages. This includes cost structure, product offerings, distribution network, and customer support. We will compare different companies to Riordan Manufacturing and explain which competitive advantages they might have in common and also what competitive advantages Riordan can use to improve innovation and sustainability of business operations in the United States and in the Global Market. Riordans Competitive Strategies Riordan use similar tracking systems as the other companies that were evaluated in week three. They track their sales as do the other companies. They also track trends and utilize customer feedback and information in order to strategically plan for emerging trends in the market. These strategies have allowed them to meet customer demands and the strategies used to do this are similar to Apple, Google, McDonalds, and Starbucks. The information and technology used by these companies have allowed for them to better plan and have allowed for better marketing to customers. Market research is another strategy that is used in determining. These companies have all used market research and a trend to ensure that they are offering competitive products that are what the customers’ need and have asked for. All of these companies have a good understanding related to product development and customer need...
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...Panasonic in China learned to bridge two strategies that are often mutually exclusive: localization and integration. The founder of Panasonic was asked by the Chinese leader Deng Xiaoping to help modernizing China’s industries. Panasonic began licensing technologies to China which led to more than 40 China-based manufacturing operations. Panasonic’s first main purpose was to take advantage of low manufacturing costs and exporting the output. In Japan, Panasonic invested a Lifestyle Research Center to understand more how households use their products. However, there was little effort to understand China’s market which had as consequence of minimal efforts to localization. As the middle class of China began to emerge, local competitors such as Haier outpaced the Panasonic company. In response, Panasonic started to develop a deep understanding of consumer lifestyles in China’s market. Through its effort in the Chinese market, Panasonic learned to bridge localization and integration as their strategies. Reflection “When your manufacturing base becomes your growth market, your strategy has to adjust.” This statement was written by the authors of the article What Panasonic Learned in China. By reading this, one can have different thoughts about what kind of strategies should be used? It was surprising how Panasonic came back as a changed company. Panasonic went to China to take an advantage of the usual benefits of low manufacturing costs and cheap labor. Because local...
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