Specifically, Riordan stocks the polymer material despite the fact that the material is obtained locally and poses no risk of unavailability or delivery problems. Conversely, it, does not stock the electric motors even though their availability is both crucial to Riordan's production and supply chain and also subject to predictable shortages of as much as 7%. Naturally, the solution would be to stock the electric motors instead of the polymer based on their respective availability.
Shipping Costs
The failure of Riordan to stock the electric motors may also be contributing to its overhead expenses unnecessarily. Granted, wholesale demand and standard commercial practices may impose certain restrictions of the ultimate flexibility that Riordan has with respect to its production and supply cycle. However, to whatever extent possible, Riordan should seek to reduce its shipping costs by relying on shipping by sea instead of shipping by air. One way it could accomplish this would be by stocking sufficient quantities of materials and all component parts so that its production run can be completed earlier. The fact that, in the case of highly seasonal products like fans, Riordan may be able to forecast anticipated demand independently would allow it to forecast its raw material and component part inventories. Completing production runs would allow Riordan to ship earlier and therefore through slower means that are much cheaper. In that regard, it might also behoove...
Business Problem at UIT. As you all know, there is a serious problem of lack of profitability in the Unit Investment Trust. Before taking any action, management would like to get an idea of the ideas and suggestions that might be out there that we haven't looked at. This is your chance to possibly make a difference. (If you need more room, please feel free to write as much as you
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Initially, Charlie's decision to radically change managing styles from that of his predecessor was a mistake. Generally, leadership changes already have a disruptive effect on the management team (McFarlin, 2006); therefore, radical changes should be avoided unless there are very specific and good reasons to depart from what worked previously, at least until the new leader has established their trust and confidence (Maxwell, 2007). In this case, Charlie was already
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