Background
Victoria Chemicals, a major player in the global chemical industry that supplies polypropylene, polymer that used to manufacture carpet fibers, packaging, automobile parts to the customers in Europe and the Middle East. Apart from numerous small producers, the company also receives the threats from the other seven major competitors.
The company owns two plants in Europe, one being Merseyside Works, England and Rotterdam Facility, Holland. Both plants were built in 1967 and are identical in scale and design. James Fawn, the Vice President and Manager of Intermediate Chemicals Group, is in charge of both plants.
Problems
In the year 2007, there is a drop in financial performance within the company. Earnings have dropped
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During this period, Merseyside Work’s customers will be buying products from its competitors as Rotterdam Facility will be functioning at its maximum capacity and it is not possible for them to satisfy the demand. To this point, Frank Greystock mentions that the loss of customers is only temporary.
Victoria Chemical owned tank cars that transported propylene gas from 4 refineries in England. The Transport Division that responsible for managing the tank cars, has been oversaw the movement of materials throughout the company. And therefore, the allocation of tank cars to Merseyside increased in anticipation of growth from the proposed renovation. And now, the allocation made excess capacity. The company can increase the production but they need to purchase rolling stock to support the growth in other areas and the purchase cost 2 million pounds in 2010, the depreciation is 10 years.
The Transport Division believes that the cost of tank cars should be included in initial outlay of Merseyside Works capital programme. The director of ICG sales thinks that the recession will reduce the demand for polypropylene, and thus lead to an excess supply of polypropylene. To combat this, the firm will shift capacity from Rotterdam to Merseyside, and Merseyside will cannibalize Rotterdam.
However, controller Frank Greystock refuses to believe the director of ICG Sales, and therefore did not included charges for loss of the business in analysis.
* The price earnings ratio has dropped by 5.510%, meaning that investors in 2009 were willing to pay slightly less per dollar of earnings than in 2008.
Production line workers are the employees who are usually doing their work by hand or in this day and age, running the machine or equipment to make the products. In this particular case, Canada Chemicals Corporation utilizes their production employees by producing industrial chemicals. These production worker’s jobs are a lot more complete then other production level workers employees as they usually have plenty of skill, knowledge and experience, and have high educational background. In order to reverse recent challenges with production and sales, I have composed a compensation package for these employees that will motivate them intrinsically, and focus on rewards that are extrinsic.
Also, there are some concerns that if Merseyside would undergo renovations and is able to produce polypropylene cheaper than our sister plant at Rotterdam, then cannibalization would occur. We are not so sure that since we are in different geographical locations and service different areas that cannibalization would occur. But, if a problem would arise and cannibalization is suspected, Victoria Chemicals can enact a price averaging policy for both plants. Although Merseyside may be able to produce and sell polypropylene cheaper than Rotterdam if we average the sales price and have both plants sell at the same price it would alleviate this issue.
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As a world wide major competitor in the chemical industry, Victoria Chemicals is a leading producer of polypropylene, a polymer that is used in a variety of products around the globe. Polypropylene is known for its strength and malleability and was priced as a commodity. The company operates two plants that produce polypropylene, one at Merseyside, England and the other at Rotterdam, Holland. Both plants were identical in scale, design, and age. However, Morris Greystock, the manager for the Merseyside plant saw a decline in the company’s stock, and decided to improve the position of the company. To do that, she came up with a project to increase production efficiency, rationalize the