Essay on Campbell Soup

Decent Essays

Company Objectives
The company’s objective is to enable business and operational success through integrated world class solutions and development by utilizing the organizational restructure of the Engineering and R&D departments. Having a centralized organization with a decentralized engineering department makes meeting the company objective quite difficult. Also, if the company’s objective does not align with the department specific objectives Campbell Soup is setting their selves up for failure. Sales and Marketing are concerned with increasing market share and gaining profit, while the Plants are worried about operational performance, and Engineering is focused on individual parts of the system. In order to have a successful company …show more content…

Project management at Campbell is not a clear, identified, well-connected end to end standard process. The data collected and analyzed throughout the program could not be trusted because there were no steps in place to ensure reliability. For example, testing the production line with water instead of the actual product gives the firm inaccurate results. There are large discrepancies in the viscosity of soup and water, and the issues you run into will be completely different. If the regulations and procedures are put in place so that test products are not shipped to customers by mistake, test products can be labeled as such. A reevaluation of what regulations are necessary needs to take place for the firm to be able to grow. It didn’t seem as though costs were allocated in standard process. The systems that are put in place need to enable people, processes and data to work for the organization. If Campbell had the right tools and methods in place to support the work that occurs in the organization, the Plastigon line would have been up and running.
They had this problem because they are not familiar with how to launching a completely brand new product line. This is outside of their comfort zone and therefore it has effectively stalled the product line due to lack of interest, conflicting interests, decentralized teams, and engineering issues. Individuals were not working cross-functionally but instead they focused heavily on their specific

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