Essay on Eastern Waves, Inc.

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Case 10: Eastern Waves Inc. George Stipe Arkansas State University Author Note This assignment is being submitted on February 1st, 2013, for Dr. Mello’s 4123 MKTG: Organizational Purchasing course. Case 10: Eastern Waves Inc. Introduction (Benton 2010) Mr. Patton, the situation in Malaysia is not looking good. “In 1997 Malaysia was hit by the Asian financial crisis.” One of the most effected areas was the manufacturing sector. “In order to rescue some of the largest state-owned companies, the government has imposed several strict trade barriers on certain goods. Included under law in these protected goods are the steel billets, the raw material for use in the downstream steel industry.” The government has also put into effect …show more content…

I suggest in this situation that Code C, Inc. check into their legal rights and see if the contract is enforceable. There really isn’t enough information available for me to be able to make a determination about the contract. I would check into another supplier on prices, delivery times and quantities to see if there is time to change suppliers in case the contract is bad. If there isn’t time to change suppliers, and Code C’s profits don’t take too much of a hit, I would go ahead and purchase from Eastern if they can deliver on time. To me it would be better to lose some profit than lose customers. (Handfield, 2007) Code C should cultivate supply chain strategies that plainly deliberate two parameters that “intensify” the negative influence of interruptions on customer and brand performance: globalization and product/process complexity. Second, Code C should plan strategies with countermeasures that diminish the impact of these things, that is: better visibility to strategic supply chain nodes that can rapidly identify disruptions. They should also have well-positioned resources that allow rapid short-range retrieval plans. They need to have in place long-range cooperative methods to remove disruptions in the future. Research also recommends that companies with a great exposure to global supply chain risk invest more in improved inventory and capacity visibility

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