Question 1
Supply Strategic Planning. Please respond to the following:
The Spartan Heat Exchangers, Inc. case 2-1 provides an illustration of how supply should be integrated to corporate strategy. What specific elements from our learning this week would you include in your supply strategic plan if you were Rick Coyne and why? Choose just two (2) specifics to share.
Question 2
Supply Strategic Planning. Please respond to the following:
The Spartan Heat Exchangers, Inc. case 2-1 provides an illustration of how supply should be integrated to corporate strategy. What specific elements from our learning this week would you include in your supply strategic plan if you were Rick Coyne and why? Choose just two (2) specifics to share.
In the case of Spartan Heat Exchangers, Inc. If I were Rick Coyne the two of the strategic points I have chosen are, the WHAT and HOW MUCH. By the company's decision to standardize their product line and eliminate the customization element from their operation it effectively removed the majority of unknowns from the material supply chain. Know under the new product line The materials would become consistent and more predictable allowing for less variations which will decrease the amount of assorted inventory, decrease the amount of obsolete materials, and allow for more consist ant ordering and stock availability. The same is true for the concept of HOW MUCH by standardizing the volume of need supplies then can be predicted accurately by knowing how many units can be produced at peak performance. If the plant can produce twenty five units per month at optimal performance and requires 200 widgets to produce each unit then you need 5,600 widgets per month with a leveling order done every other quarter. This allows for back orders and broken and lost widgets without effect on operations. This is why although I love R&D when it comes to production standardization it makes inventory control much easier because it makes it more predictable.
QUESTION 3
Supply Organization. Please respond to the following:
Evaluate the authors statement of "It is generally believed that high-performing, cross-functional teams will get better results on the task"?
Describe your reasons of whether you agree or do not agree with the statement.
Discuss how you would manage a high-performing, cross-functional team.
If outside suppliers are part of the team, what other steps might you take to protect your company's intellectual property in addition to a confidentiality agreement?
Question 4
Supply Organization.Please respond to the following:
Evaluate the author's statement of "It is generally believed that high-performing, cross-functional teams will get better results on the task"?
Describe your reasons of whether you agree or do not agree with the statement.
Discuss how you would manage a high-performing, cross-functional team.
If outside suppliers are part of the team, what other steps might you take to protect your company's intellectual property in addition to a confidentiality agreement?
I agree with the statement "It is generally believed that high-performing, cross-functional teams will get better results on the task." Many organizations face the challenge to be faster, cheaper, better, more reliable, and more convenient. Cross-functional teams can achieve all of these things if it is properly run. If all team members are committed to achieving a shared vision, individuals are accountable for individual contributions, and the team is dedicated to enhancing the organization's performance, a cross-functional team will be highly effective. People are truly the organization's most valuable resource. If I had to manage a high-performing, cross-functional team there would be four key characteristics I would want to bring to the table.
1.) Provide, collect and assess critical team information.
2.) Help establish goals and set team priorities.
3.) Participate in creative team problem solving.
4.) Selecting the appropriate team members.
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