Case Study : Martinrea International Inc.

Lockheed Martin Corporation is principally engaged in researches, designs, develops, manufactures, integrates, operates and sustains advanced technology systems and products, and provides a broad range of management, engineering, technical, scientific, and logistic and information services. The company serves both domestic and international customers with products and services that have defense, civil and commercial

AutoZone’s strengths are its financial stability that has allowed it become the leading automotive aftermarket retailer. As of May 2016, AutoZone has over $10 billion in sales and over 80,000 employees. Other AutoZone strengths include its over 4,400 locations and its growing numbers (“AutoZone Forbes”, 2016). Also the organization has the ability to provide products for several automobile brands which diversifies its portfolio. Some of AutoZone’s weaknesses includes profitability during a rise in the economy.In the past, it has not met targeted financial goals due to its weakness in commercial repair sales. In 2014, only 17.5% of AutoZone’s 2014 sales were commercial repair, compared to its competitors Advance Auto Parts and O’Reilly Automotive

Midas has made huge impact in the automotive world by mirroring itself away from its own competition, by mastering in specific services within this industry and specializing in them. This differentiation has allowed Midas to give its customers, sound quality advice, choices and the best possible solution for resolving any all issues within their noted specialization. There are many other competitors that provide the same products and basic services within in the same market, but Midas continuously stands to hold the distinction in being the experts in the

MRC, Inc. is a Cleveland based manufacturing company specialized in power brake systems for trucks, buses, and automobiles; industrial furnaces and heat treating equipment; and automobile, truck and bus frames. As till 1957 most of MRC's sales were made to less than a dozen large companies in the automotive industry, it was exposed to the risk inherent in selling to a few customers in a very cyclical and competitive market. To minimize the risk and to explore new business opportunity MRC's management decided to diversify their business operation. After their fifth successful acquisition, the CEO of MRC Archibald Brinton faced with a dilemma of whether to buy American Rayon, Inc.

Costco Wholesale Corporation (COST) Consumer Staples - Food & Staples Retailing | Reports March 2, After Market Close

MRC, Inc. is a Cleveland based manufacturing company specialized in power brake systems for trucks, buses, and automobiles; industrial furnaces and heat treating equipment; and automobile, truck and bus frames. As till 1957 most of MRC's sales were made to less than a dozen large companies in the automotive industry, it was exposed to the risk inherent in selling to a few customers in a very cyclical and competitive market. To minimize the risk and to explore new business opportunity MRC's management decided to diversify their business operation. After their fifth successful acquisition, the CEO of MRC Archibald Brinton faced with a dilemma of whether to buy American Rayon, Inc.

Employment has grown to in excess of 100,000 and shipments to over $30 billion annually. This growth has seen the emergence of an industry with high volumes and strengths in a number of specific sub sectors. The Canadian OE parts sector faces serious challenges in the coming decade. Overall the sector is likely to see a declining market share within the North American market. The most serious challenges will be seen by suppliers of GM, Ford and DaimlerChrysler who are producing lowvalue added components and are vulnerable to competition from low cost countries. There will be some positive sub-sectors within the Canadian OE parts sector. These will include: Suppliers to New North American Manufacturers: Eastern Ontario should target suppliers to the expanding Honda Alliston and Toyota Cambridge/Woodstock locations. In targeting these groups the region will face the issue as being perceived on the "wrong side" of Toronto – but this is not seen as an insurmountable barrier. Suppliers in growth product areas: There are a number of growth product areas in the Canadian automotive parts industry and notably lightweight metals. Quebec with its significant resources is this area is aggressively targetting this group. There may also be opportunities for Eastern Ontario in this area although they would seem to be limited. Suppliers offering proprietary technologies to their vehicle company clients: for the Canadian parts industry to compete with low cost country suppliers

Grainger will drive the future of material requirement for operations (MRO) purchases through strategic operations by focusing on growing current customers and embracing new technologies that will strengthen the company’s current capabilities. Over the last three years Grainger has made significant investments into emerging technologies that allow for more efficient workflow and faster turnaround times on sourcing quotes for those hard to find items or “one-offs”.

Northern Alberta, the oil sands development area surrounding Fort McMurray, is the fastest growing economic area in Canada for several years. Obviously Bolster’s total market share in this area was the highest with one third of the total market share it held national wide. Vickers based in Edmonton, Alberta covered 50% of the local market share and 75% of servicing in that area in spite having a national distributor, National Electronics (National). Also local firms preferred to do business with Vickers than National which has their nearest warehouse in Calgary, Sothern Alberta around 750 Km from Fort McMurray. (Exhibit 1)

Ever since 1966 when Nucor was on the brink of facing insolvency, the company adopted a cost leadership strategy under Ken Iverson’s management stretching over to the 21st century. With reference to Porter’s Three Generic Business Strategies, Nucor exploited a cost advantage to serve a broad market including local and foreign OEMs, fabricators and consumers in the construction, automotive, appliance, oil and gas industries. When determining its business strategy, Nucor has successfully aligned its external and internal environment by assessing the opportunities and threats while considering the feasibility and sustainability of the strategy in its internal environment. Its strategy has allowed Nucor to remain profitable without

The American automotive industry provides a unique and very important role in the economy of the United States of America. Not only in the United States but even around the world, the American Auto Industry is a leader in job creation, production, exportation and even in research and development. In the mid-20th century, America’s top auto manufactures have been General Motors, Ford and Chrysler. They were producing two-thirds of all the cars and vehicles sold around the world. There are still other smaller car manufacturers such as Anteras, Avanti, Shelby American, De Lorean, Dragon and several others. As of 2010 the auto industry contributed to about 4% of the United States Gross Domestic Profit and employed about 8 million jobs.

I decided to choose ABYAT Furniture Company for my Assignment . In this paper, I am going to talk about ABYAT's history, structure and what services that they provide. Moreover, I am going to talk about achieving the six strategic, In addition, I am going to know about the threats type in ABYAT Company, also I will mention how supporting these levels through information Systems, how managers can affect build and use information systems the success of their company and how achieve operational excellence in terms of customer relationship management.

Secondly, automotive industries are responsible for more than 7 million jobs in all around the world. A job opportunity is one the top priorities in this industry. People

The company understands the risks for working with U.S. auto industry especially during the recession in 2008, so they venture out to produce four new business units to minimize it by looking into investing on early-stage opportunities.

Once acquired, the efficient way in which Mittal would execute the turnaround of mills was instrumental in company growth. The Mittal Method included a six step turnaround process which was implemented by a turnaround team on all newly acquired mills (p 8). The first step was to replace incumbent staff with Mittal management which would ensure that management of the new mill would share the goals and culture of Mittal (p 9). Second, Mittal would address any outstanding debts by providing the new mill with the necessary cash (p 9). Third, overall operations would be improved when Mittal brought in their own top engineers to run the operations (p 9). Fourth, Mittal would shift production to focus on higher value items, such as those desired by the automotive industry, and attempt to sell directly to the end user and eliminate other middlemen from the value chain (p 9). Fifth, Mittal would connect the new mill to the previously existing global network of Mittal plants,