Unifine Richardson Case

Executive analysis- This report will evaluate an analyze Unifine Richardsons current purchasing strategy. The friendship currently purchases approximately one million pounds of honey per year. A absolute majority of the purchased honey is a 50-50 blend of Chinese and Canadian honey. Unifine Richardsons main honey supplier is Harrington lovemaking. Unfortunately, Harrington Honey has informed Unifine Richardson that they can no longer supply the high society with honey from China. Harrington Honeys conclusion to stop importing honey from China was based on Chinas use of chloramphenicol, which is an antibiotic that is band for use in food-producing animals.As a result of the Harrington Honeys decision to stop importing honey and not having secondary supplier, Rob Pincombe (Unifine Richardsons purchasing manager) must make a decision on how to proceed. Because he does not allow a secondary supplier which I think is the locate of his problem, Rob has to make a decision based on the following analysis points He has a small window to make a decision Honey expenditures make up 3 to 5 percent of the firms total expenditures He must analyze the other(a) import options oCanadian only will embody $1. 75/lb. oUS only will cost $1. 10/lb. US dollar) o50/50 Argentina/Canadian cost $1. 42/lb. ?US imposed a tariff tax on Argentina honey ? at that places a chance that the honey for Argentina may be recalled n by management. Recommendations discussed accommodate Problem Statement In spite of meeting the bon tons current delivery schedule, at that place atomic number 18 several issues that must be addressed by the Quality Assurance Director and the companys other directors. As indicted by the General Manager there is, lack of a musical note attitude in the plant. Because of that lack of eccentric Below are some of the identified issues 1.Quality Processes are not cosmos followed 2. Operations personnel are not in good order trained to operate machinery 3. nou rishment personnel are not performing the proper scheduled maintenance 4. Purchasing is not properly coordinating with the sales representatives. 5. Design and Packaging potentially developed a defective product, 6. Lack of coordination betwixt manufacturing and the other de separatement 7. Marketing poor coordination. These issues are reducing the quality of the product thats being produced and probably costing the company a lot of money.Analysis Plans For the analysis, a Strategic Factor Analysis Summary (SFAS) Matrix (Wheeler, 2011) will be used. This matrix will be used to identify the external and immanent factors that are create this company to produce products that are not meeting the desired specifications. Based on the data provide, the matrix will focused on the following factors man, machine, materials, and methods. These factors appear to play a part in the product variations. Each factor will be weighed and ranked based on how the company responded to the factor in t he document.Assumptions/Other Data B-Cycles are primarily locations are in downtown Denver, carmine Creek and Denver University neighborhoods (Denver B Cycle, 2012). This case study is being generated under the assumption that if the rider does not live in these are primary locations of the bikes, they are commuters and they either commute via RTD or their private vehicles. So, the alternates cannot be fully eliminated from the equations. Conclusion This companys SFAS Matrix (Wheeler, 2011) weighted score is 2. 05 the average is score is 3. 0. This company is not paying attention to the factors that could lead to the production of a quality product. Based on the entropy provide, this company is more focused on meeting the order demand vice delivering a quality product. Employees are cutting corners and figure outes in order to meet the delivery schedules, there are no process related decisions being made. It appears that quality and safety come second to schedule The General Man ager is the eventual(prenominal) cause of these quality and safety oversights.His schedule is causing employees are taking pitiablecuts to meet it, which in turn, is causing variances that are leading to products that arent being product to the desired specification. Recommendation My recommendations to Mr. Kolb are 1. In the short term curb that the over pressurize cans follow the proper process. If they require rework, for the safety of the employees he has to ensure thats what happens no shortcut. 2. He has to bring his findings to the General Manager (GM), the GM may not have a clear understanding of how his schedule is effecting the entire plant. . I would recommend a Kaizen Event, thats be by all process owners from each business area. The groups can define their processes an identify how they impact other business areas. The group can make process improvements as needed Figure 1 dodge Canvas of Alternatives to B-Cycle Table 1 Attributes for the Alternatives Figure 2 Stra tegy Canvas for B-Cycle Table 2 Attributes for B-Cycle kit and caboodle Cited Denver B Cycle. (2012). Retrieved from Denver B Cycle http//denver. bcycle. com/home. aspx business district Denver Bicycle Trends and Conditions June 2012. 2012, Jun). Retrieved from http//www. downtowndenver. com/LinkClick. aspx? fileticket=O8RegjT0HAs%3D&tabid=566 bicycle Global Holdings INC. (2011, 12 31). 2011-12-31 Annual/10K Report. Retrieved from 2011-12-31 Annual/10K Report http//ezproxy2. library. colostate. edu2735/documents. php? compnumber=116020 Partnerships, D. D. (2012). State of Downtown Denver. Retrieved from State of Downtown Denver http//downtowndenver. com/LinkClick. aspx? fileticket=p%2bRv8bvTlF8%3d&tabid=538 Wheeler, J. D. (2011). Essenials of Strategic Management.