O'Run

Case Study ORUN Rewired Supply Chain

Edward Fleming

Webster University

PROC 6000

Professor Clark Carvalho

ABSTRACT

Upon reading the case study the CEO, Mr. Charles O’Run, realizes that were some core issues that need to be addressed in order to give a competitive advantages. The Senior Leadership must buy into the solution so that the company is taking directions from corporate headquarters instead of each plant. But no matter the reason, there has now been a significant communication gap between the corporate headquarters and the 4 plants located in the three states. Addressing the concerns; To revamp the real time information process, To minimize costly inventory, Improve overall supply chain management within the company, Ensure demands are met, and to standardize business practice among the plants.

The first thing I noticed was that over the course of time, the ORUN remote operations have been become independent in their local procedures. This could have been caused by numerous reasons such as poor information sharing during employee changeover or strategic level management begin to look at the future and push more and more responsibility to themed level managers. But no matter the reason, there has now been a significant communication gap between the corporate headquarters and the 4 plants located in the three states. This is a major problem because all the plants are dependent on each other’s information for daily operations. With the metrics used by operating units being developed at each remote site and not distributed throughout the company, this creates a lack of information getting to the local and headquarters management on time, the headquarters staff can get confused because everyone isn’t on the same page, affecting future company decisions. There has also been a lack of supply chain metrics that has prevented managers to see what and how the individual plants improvements done and how it has not...