Corwin Corporation Case Analysis

2401 Words Jan 28th, 2013 10 Pages
2010-2011

MASSEY UNIVERSITY

Honesty Declaration

School of Management (Albany)

|Lecturer’s Name |Paper Name |Paper Number |
|David Tappin |Project Management |152.752 |

Honesty Declaration

|I/we declare that this is an original assignment and is entirely my/our own work. |
|Where I/we have made use of the ideas of other writers, I/we have acknowledged (referenced) the source in every instance. |
|Where I/we have used any
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The major concerns of the failure include: project selection; staff competency; management support; project planning; and project communication between internal and external stakeholders.

Introduction

This article is prepared to seek the reasons of Corwin Corporation’s project failure. Hunting mistakes that Corwin made during the project initiation and execution stages and provides recommendation and solutions in order to avoid the occurrence of similar cases.
Corwin Corporation is a globally well-known high-quality rubber components manufacturer. The top management of Corwin is highly conservative and tends to exand markets for existing products rather than new product development. Due to the high-quality products credibility, Corwin receives specialty products manufacturing frequently. By the conservation nature of Corwin’s management strategy, 90% of all specialty-product requires was rejected. However, this long standing internal protocols was totally breached and a high risky project was taken by Corwin from one of its existing customers-Peters Company in just a few days before Christmas.
The Peters Company is one of major client of Corwin. The good relationship has been built up through past 2 years ‘corporation begins from 1980 to 1982. At the end of 1982, Corwin received a request from Peters to produce a new product under a fixed $ 250,000

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