rosimm视频,玉环e网,megix
coursework精密钢管Plc的战略分析
这部分报告涉及该公司当前定位的全面战略性分析，以及实现这些目标的三大业务选择和生产的战略性建议。首先，是在各种情况下的公司背景分析。其次进行了新的营销举措分析。报告中不同的战略问题在后半部分得到解决以及重点战略任务的决心。最后，报告提出了采用t山方法论的营销策略和战略建议。
精密钢管主要涉及三个不同的市场，即电机、钢材库存商和定制部分的片段。表1号（1）给出了案例研究，进行比较分析十年前在不同的市场上销售的吨量。目前公司销售每年销售50400吨的电动马达，29700吨钢材库存商和20400吨定制的部分，市场共计100500吨。因此，目前电动马达，钢铁库存商和定制部分分别贡献50.14％，29.54％和20.32％。而十年前，每年售出总量98900吨的电动马达碎片
Strategic Analysis Of Precision Steel Plc Economics Essay
This section of the report deals with thorough strategic analysis of the company’s current position as well as the three business options and producing a strategic proposal to achieve the objectives. Firstly company’s background in various contexts in analysed. Then the new marketing initiatives are analysed. In latter part of report different strategic issues are addressed and key strategic task’s are determined. Finally the report presents the marketing strategy and strategic proposal using T hill methodology.
Precision steel mainly deals with three different segments of market namely electric motors, steel stockist and customised section. Table number 1 (1) of case study gives a comparative analysis of tonnes of volume sold in different markets between current years and ten year ago. Currently company sell’s 50400 tonnes to electric motors, 29700 tonnes to steel stockist and 20400 tonnes to customised section market totalling 100500 tonnes is the volume sold per year. Hence currently electric motor, steel stockist and customised section contribute 50.14%, 29.54% and 20.32% respectively. Whereas ten years ago out of the total volume sold per year (98900 tonnes) the fragmentation in electric motor, steel stockist and customised section markets were 79600 tonnes, 15100 tonnes and 4200 tonnes respectively. Hence ten years ago 80.5% of volume was sold in electric motors whereas steel stockist and customised section contributed only 15.25% and 4.25% respectively. Hence in ten years time sell in electric motor market is decreased by 30% and on other hand sell in stockist steel market in increased almost double by 15% and in customised section market by four times that is 16% (TN1 (1); case study, 2010).
The average quantity per size is very critical from manufacturing point of view. Example: a 100 ton order in 20 different sizes is like 20 orders of 5 ton each from manufacturing perspective. In case of PS as per table no. 1 section 2; except stockist steel market in which order quantity per size is slightly increased from 4.94 to 5.34 tonnes, the overall trend from ten years data is decreasing order quality per size. The average order quality per size for electric motors in decreased from 14.3 to 7.31 tonnes and for customised section it is decreased from 16.64 ton to 9.38 ton per size. Hence this decreasing trend of average order quantity per size affect manufacturing cost and time both adversely; therefore it is crucial strategically (TN 1 (2)).
From infrastructure point of view PS have two hot mills; Mill C is 15 years old and Mill D is 10 years old. However the market circumstances have changes drastically in last ten years as discussed above the maximum average order quality per size is decreased from 14.3 ton to 9.38 ton in last ten years. Also the maximum processing time per size change ratio is decreased from 7.1 to 4.6. Hence in last ten years the changes with respect to hot milling have negative impact on cost and time for PS (TN 5 and Exhibit 6, case study 2010).
Reliability in Delivery Performance:
According to T Hill (1993) “the ability of an organisation to meet the order specification with respect to time and quantity is delivery performance”. Hence delivery performance has two aspects of time and quantity. When delivery performance is judged from perspective of quantity it’s called reliability in delivery performance.
Brian Finn suggests the delivery reliability of PS is satisfactory as it delivers 95% of order quantity on or before time (case study, 2010).
However the strategic analysis of PS’s reliability in delivery shows a different picture. In case of stockist steel market 28.5% orders were delivered late whereas electric motors 27% orders were late. And in customised section market 43.3% orders were delivered late which is maximum. Overall in context of delivery performance at 37% instances PS delivered 26% tonnes of material late. Hence actually at 63% instances only PS delivery performance is reliable (TN 2, Case study 2010).
Speed in Delivery Performance:
It is second aspect of delivery performance where the criterion of judging is on time delivery and it is referred as delivery speed.
Strategically delivery speed is very crucial it can be one of the order winners. And if delivery speed is an order winner there can be two possible reasons the company can’t deliver on time:
If the given lead time with order is less than the standard lead time.
If the lead time is equal to standard lead time still gets late due to existing backlog in order execution as the earlier orders are getting executed.
If delivery speed is not an order winner generally the lead time is more than standard lead time and hence it can be delivered on specified time (Anderson, 2010).
Analysis of New Marketing Initiatives:
Gambert Fabrique (GF):
The major objective of the marketing initiative regarding GF is to increase sales volume as the principle market of electric motors is falling down so Precision Steel was looking for new options for future to maintain the business. From data in case we can see that the contribution of stockist steel market was between 15 to 20% and after entry of GF it increased to 30%. So GF has more than 10% (France) and 3% (UK and Denmark) share in total sales volume of PS which is very significant and as Precision Steel gets individual GF depots that will increase the sales volume also. (ref: Exhibit 2).
The overall increase in stockist steel market over last ten years was 100% as the sales almost doubled and the major uplift came last years when PS got the Gambert Fabrique contract. (ref: TN3).
Over last the average order quantity per size is increased from 4.94 tonnes to 5.34 tonnes for stockist steel market and it is favourable for manufacturing and hot milling process as well as procedure of cumulating different sizes as more the volume per size less the change over time and hence less cost. (ref: Exhibit 2).
The average order quantity per size for stockist steel section is 4.92 tonnes (Exhibit 2) and for the UK stockist the tonnage per size is 10 tonnes which gives high contribution of 34% but affects the manufacturing efficiency as to meet the required 10 ton target accumulation of orders for same size is needed which increases process cycle time and hence lead time. On other hand GF (France) orders 670 tonnes per month in 34 standard sizes so the average tonnage per size is 19 tonnes with a minimum of 10 tonnes per size and required tonnage to execute the order is 20 tonnes so it makes the manufacturing efficient and there is less need for accumulating orders but the average contribution of GF (France) is just 9%. (ref: Exhibit 2 and TN4).
The average margin given by GF(France) is 9% and by GF(UK) it is 14% on an average. So by capturing individual depots of GF margin is improving. (ref: TN4).
Customised Sections:
Customised section market deals with the orders that cater for specific need of different manufacturing businesses like oil industry, automobile industry etc. It is a growing market and in last ten years it grown by 385%. There are two types of material required for this market namely standard steel and special steel out of which standard steel is kept in stock whereas special steel is ordered whenever required. The average order quantity per size for last ten years is 11.8 tonnes. In this market segment the shape and size are specified by the customer but there are many repeat orders for the same product. And this market also have some special characteristics like most of the orders are for one size only and maximum there are up to four different sizes and also this market has call-offs or scheduled requirements by the customers. (ref: Exhibit 5).
The margin in customised section is on an average is 24.5% is comparatively high. And order quantity per size is also relatively high so this market has lots of opportunity for future. (ref: TN4).
Strategic Paradigm:
Volumes (tonnes):
After analysing the data regarding hot rolling mills we find that the output rate of Mill C is 13.5 tonnes/gross hour and for Mill D it is 20.3 tonnes/gross hour, which means Mill D can process 6.8 tonnes more per hour compared to Mill C. Also the size change time in a programmed range is maximum 10 minutes for both mills but the change over time from one range to other is 1.75 hours for Mill C and 2.15 hours for Mill D if the ranges are sequential means are in an increasing or decreasing order and if not sequential it increases by a factor of 1.5, which means range change over on mill d takes more time than on mill C. Now considering small order quantities Mill D is more suitable because it has a better output rate so the excess change over time can be compensated by the quicker output. Also as discussed above Mill D has higher capacity to process steel than Mill C and the cost is dependent on output rate so higher the output lesser the cost hence Mill D is cheaper. (ref: Exhibit 6). |
