Rogers Chocolates

2134 WordsSep 30, 20129 Pages
GLOBAL SUPPLY CHAINS MÓNICA JOSÉ POLANCO AGUILAR GLOBAL SUPPLY CHAINS INDIVIDUAL FINAL EXAMINATION ROGERS’ CHOCOLATES Analyze as a strategy decision case. FINAL EXAMINATION 1. The Rogers’ Board wants the new CEO to develop a strategy to double or triple the size of the company within ten years. What performance metrics would you recommend that the CEO use to gauge how well the company is doing in achieving this growth objective and its strategic goals? Performance metric to measure the company’s performance, growth objective, and strategic goalsi: «Strategic performance measures monitor the implementation and effectiveness of an organization 's strategies, determine the gap between actual and targeted performance and determine…show more content…
For those reasons I consider necessary to apply Deming’s 14 points of management6: (1) Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business and to provide jobs. (2) Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. (3) Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. (4) End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a longterm relationship of loyalty and trust. (5) Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6 GLOBAL SUPPLY CHAINS MÓNICA JOSÉ POLANCO AGUILAR FINAL EXAMINATION (6) Institute training on the job. (7) Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. (8) Drive out fear, so that everyone may work effectively for the company. (9) Break down barriers between departments. People

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