Challenges Faced by the Steel Industry

After being completely rebuilt and having one of the best steel industries in the world, Pittsburgh is looking ahead to a great feature moving on to better things. Starting out as a fort during the Seven Years War and event moving on to the steel industry, Pittsburgh now has a great medical field. Pittsburgh is a very important historical area for Pennsylvania, having a both good and bad history. Pittsburg has been one of the most industrial cities in Pennsylvania, and has set an example for the rest of the state.

This is true regardless if imports were subsidized in the country of origin. Even though the domestic firms would have to compete, these conditions serve for the betterment of the consumers and outweigh other losses. However, in the short term, as the prices adjust, unemployment is faced, and “market failures” might arise. These negative externalities do not imply that protectionist measures can fix the issue. In long-term, domestic companies may become reluctant, passive, and too reliant of government. In trying to satisfy the domestic market and resist external arbitration, the government may become the victim of its own strategy or success. This policy is appealing and rationalized only if it aims to release the domestic political pressure. In theory, by remedying the competitors from the outside, the US steel industry would have developed the industry while having more “confidence” and the means of acquiring more of the demand side. Proponents of the protectionist actions increase the profits and quantity of steel. Seeing profit, other steel-producing companies would join in domestic competition. This likewise optimizes and expands the steel industry. This kind of protectionism act was quite popular in the EU and the UK in the early industrialization era. This also makes possible to save and expand jobs. In this narrative, it would increase the citizens’ employments rates in steel industry. Moreover, it has significantly helped the US steel industry raise profits, in light of soaring demand worldwide from China and other manufacturing

These driving forces very easily impact the steel industry’s competitive structure in a bad way. These driving forces make it very difficult for steel companies to compete in this industry.

3. Please apply Porter’s Five Forces model to the steel industry. While doing so, clearly identify who is behind each force – for instance Suppliers, Buyers, Substitutes, Competitors, etc. And what is the impact of each force on the profitability of the industry – in terms of the following levels - High/Medium/Low. At the end, also provide a summary of all the five forces and propose whether you think the steel industry is attractive industry or not an attractive industry.

What are the primary competitive forces impacting U.S. steel producers in general and the producers like Nucor that make new steel products via recycling scrap steel in particular? Please do a five-forces analysis to support your answer.

The second accident at the "Timken Steel Faircrest plant" company which a is an employee fall down more than 40 feet which led to several broken bones because of just a small mistake. The problem is when he made a maintenance on a crane he wasn't ware Certified safety harness which it could safe his live from the risk. I used to do a maintenance on more than one cran and my company doesn't allow me to go without waring a Certified safety harness because they have to keep all the employees a way from all the risk and even if they didn't told me to ware it, I will not go up to the cran without it, do the fact that no one knows what will happen and even if I am good at this job, I have to work safely. I agree that this company should teach all

The growth helped transport goods more efficiently and diversify the market. Document 5 shows that from 1850 to 1900, industry based on animals and humans decreased while industry bases on water and coal increased. This provides evidence that industry was more reliant on resources instead on animals and humans. Water and coal resources effectively created power sources and pushed forward industrialization (Doc 5). Document 7 states “In 1882 the Carnegie Steel Company.. Inaugurated a policy whose object was to control all the factors which contributed to the production of steel, from the ore and coal in the ground to the steel billet and the steel rail.”

By 1900 the US was the largest producer while also being the lowest cost producer, and demand for steel seemed never-ending. Output had more than tripled since 1890, but customers, rather than the producers, mostly benefited. New technology encouraged faster

Midwest Copper Mining’s (MCM) biggest problem they are facing is that of sustaining supportable profit growth, as the undercurrents of the copper mining industry are changing. In particular, they need to figure out how they are going to increase their capacity to meet demands globally. They also need to figure out how to do this without disrupting the current culture of the business. They have been very successful and have created process and procedures that have kept them sustainable over the years. With the changing of the copper industry, MCM needs to re-evaluate their business strategy, make changes as necessary, in order to continue to be a successful company that is both a cost-leader and a differentiator.

This report discusses the challenges that The Nucor Corporation faces during this era of social and economic climate change. Using Porter's Five Forces Analysis and Four Generic Strategies, we will assess the steel industry standards as it relates to the strategies implemented by the Nucor Corporation. We will also assess what Nucor’s strengths and weaknesses are, and if they will be able to continue

Upon Review of Nucor Corporation’s current findings, analysis of internal strengths and weaknesses, as well as a comparative analysis at the industrial level of the steel industry, the following includes a summary of findings and recommendations for Nucor Steel Corporation:

U.S. Steel and other steel companies for decades, relied on the tried and true strategies of vertical integration and price control (Hoerr, 1988). In the 1960’s, foreign competition from developing countries like South Korea, Taiwan and Brazil entered the market "with low material and labor costs, modern equipment, and the support of government policies" (Hoerr, 1988, p. 99). Because of lower costs and concern over supply created by constant threat of strike, many

• Aluminum smelting is a perfectly competitive industry: 157 smelters worldwide in 1993 • Traded at London Metal Exchange (LME) • Price in 1988 over $2,500 per ton • Price at beginning of 1994 about $1,100 per ton • Mainly due to the collapse of the Soviet Union and the resulting flood of aluminum into the world markets by the Commonwealth of Independent States (CIS)

The U.S. steel industry continues to face formidable competition globally, especially from a costing, supply chain, and procurement perspective. The intensity of this competition is forcing many steel producers to look for greater efficiencies form their own operations. One of the most effective continues to be the streamlining how product, project, and process information to create a unified system of record which can be used for knowledge management (Armstrong, 2008). From an analysis of the readings in Using GIS Technology for Document and Asset Management (Armstrong, 2008) it is apparent that visual representation of information and knowledge taxonomies across the various locations of a U.S. Steel manufacturing plant are invaluable in increasing efficiency and performance. These manufacturing centers often rely on a very broad set of content-based sources, information and knowledge all used for keeping each production machine running efficiently while also ensuring that the steel mill workers have the information they need to do their jobs. The case study is unique from a GIS perspective in that it combines the spatial data related to documents and knowledge repositories throughout an enterprise to the workflows associated with them. The myriad of data sources throughout any business have a high percentage of content associated with location-based intelligence as well (Armstrong, 2008). The case study shows how the myriad of data,

Brandes, et al (2007) reports that there are at least five sets of primary drivers affecting the future of European manufacturing: