Submitted by: Submitted by mikeholbrook1
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Date Submitted: 01/23/2014 09:27 AM
Introduction to Procurement (proc 5000 od) |
Captiva Conglomerate Case Study |
Solutions |
|
David M. Holbrook |
1/24/2014 |
In this case study I will define the facts associated with the Captiva Conglomerate, identify problems, and propose corrective actions to those problems |
The following paper concerning the Captiva Conglomerate will identify current facts concerning the company, identify the current challenges and problems facing the conglomerate, and propose possible solutions and corrective actions that address its shortfalls.
There were a minimum of five key facts related to the Captiva Conglomerate (CC) Case Study. The materials manager at CC has called a meeting with key members of his organization. The meeting had a prescribed agenda to cover the status of a SOS contract, develop a corrective action plan, and to discuss lessons learned in reference to the contract. There is a difference of opinion concerning the benefits of the spares management module (SMM) following a test run of the product. It was also discovered during the meeting that the SMM is behind schedule by 4 months. There was identification of 17 unpriced change orders that occurred through the course of the software’s development. The case study also mentioned the regional and centralized inventory management system which is also behind schedule by 10 months.
Using the four key facts listed above along with the case study in its entirety we can identify several major problems within CC. One issue, which I would list as minor, is the inability of the key personnel attending this meeting to keep to the agenda established by the material manager. I list this as a minor issue as I feel it is the easiest to correct. Leaders of an organization should keep to an established agenda that makes rational sense. The meeting agenda was established in such a way that each individual could logically work through the issues in order to come up with corrective...