Essay About Kuiper Leda Inc. And Kuipers Leaders Ability
Essay, Pages 1 (2073 words)
Latest Update: October 9, 2021
Problem SolutionEssay Preview: Problem SolutionReport this essayInventory management is crucial to the bottom line of an organization. The purpose of this paper is to explore issues and opportunities of supply chain management for the Kuiper Leda Inc., a supplier of electrical components for automotive manufacturers.
Gap Analysis: Kuiper LedaIntroductionIn operation for 10 years, Kuiper Leda Inc., is an organization that specializes in the manufacturing of Electronic Control Units (ECUs).and recently, Radio Frequency Identification Devices (RFID). Kuipers client base is comprised of small automobile manufacturers and Original Equipment Manufacturers (OEM) for the automotive industry. The Kuipers organization has built its reputation on high quality products and delivery responsiveness.
The purpose of this paper is to identify the challenges faced by the Kuipers leaders ability manage cost effectively manage the inventory for current productions, increased customer demand and new products. The leaders must consider manpower, cost associated with warehousing, outsourcing versus the use of eBusiness portals as well as distribution.
This task includes a) identifying the issues created by new and changing demands for products, b) identifying the stake holders affected by the inventory management, c) defining the gap between the current state and the end state vision and d) developing a SMART (Specific, Measurable, Attainable, Realistic, Timely) approach for the end state vision.
Situation AnalysisIssue and Opportunity IdentificationEconomies of scale have been created for the leadership team at Kuiper Leda due to increased demand for the ECUs by and existing client, Midland Motors. Midland a supplier of power trains, has determined the inventory needs for their company to be 250,000 ECUs and 35,000 RFID. This demand provides an opportunity for supply chain collaboration. “A supply chain collaboration connects trading partners so intimately that their respective supply chains are indistinguishable.” (Cottrill, 2002, p. 16). Kuiper leaders have the opportunity to solidify the relationship with Midland by developing a web-based inventory management system. An eBusiness portal is created to handle the demand for the ECUs and the RFIDs are manufactured in house in order for the Kuiper organization to acquire a suitable margin. The cost of the RFIDs are falling which will lead to higher margins.
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This is the only resource that can be placed where the ECUs cannot be obtained from a partner. In a large business we use this resources for two main purposes: • to get revenue. • to get information about key customers and key business elements such as equipment, contracts, data collection. A key customer in a large business has a significant impact on their business and thus needs to have access to a large amount of information which they may or may not need before a transaction happens. • to provide direct access to customers. • for creating and analyzing a transaction. • for analyzing and auditing a customer’s financial statements as well as any related data obtained from them. In many businesses the focus of financial reporting has to be on long-term data and we believe the key business elements to have a meaningful effect on those information can be placed, like the price tag of a product before and after sales, a time the customer wants to buy from someone, or a unique opportunity. The ECUs, RFID, and pricing for these components is not a single resource and so it is important for many Kuiper executives to have access to it by any means, either online, or in a location with other professionals.
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In my experience only the EIC are required to have a minimum of 40,000 EICs that are produced annually in a market spanning over 65,000 miles per year. The EIC needs to provide an information-rich environment in a manner to help customers get their business started, to develop and expand their business capabilities, and also help them to make the necessary decisions about the future opportunities they may or may not have in the industry. The focus is on building a value for one’s customers. Our goal is that their business will grow. Our goal is to create value for the EIC. “|
About the EIC
The EIC is based in Santa Clara, CA and operates operations in Los Gatos, CA. The company does not make any claims or endorsements with respect to the contents of this eCompany or the ownership of the EIC that have not been fully evaluated or verified under the authority of CDAF. If applicable, the content and policies of the EIC will be provided in our eBusiness Manual.
The EIC’s core business structure and capabilities include the following: • The EIC is responsible for running key eSystems, managing the operational systems, managing the inventory (including EIC S and Storage), and preparing business plan for the upcoming year and preparing the business plan documents and information on products and equipment. Key System management involves managing and maintaining the EIC to ensure operational controls, operating and maintenance schedules and product specifications. • The EIC is responsible for keeping track of its progress and making available any product and its software development and integration capabilities at any time.
As part of the EIC’s responsibilities, the company participates in the development, testing and delivery of product and its software and is part of the EIC in its sole place for production and production. EIC has the responsibility of supplying EIC S, SSDs and other peripherals at all suppliers, and for delivery to any supplier. The EIC does not give away any of its EIC S if it is a failure to produce or prepare for EIC S. The EIC is responsible for making EIC S available or obtain a replacement EIC S as
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This is the only resource that can be placed where the ECUs cannot be obtained from a partner. In a large business we use this resources for two main purposes: • to get revenue. • to get information about key customers and key business elements such as equipment, contracts, data collection. A key customer in a large business has a significant impact on their business and thus needs to have access to a large amount of information which they may or may not need before a transaction happens. • to provide direct access to customers. • for creating and analyzing a transaction. • for analyzing and auditing a customer’s financial statements as well as any related data obtained from them. In many businesses the focus of financial reporting has to be on long-term data and we believe the key business elements to have a meaningful effect on those information can be placed, like the price tag of a product before and after sales, a time the customer wants to buy from someone, or a unique opportunity. The ECUs, RFID, and pricing for these components is not a single resource and so it is important for many Kuiper executives to have access to it by any means, either online, or in a location with other professionals.
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In my experience only the EIC are required to have a minimum of 40,000 EICs that are produced annually in a market spanning over 65,000 miles per year. The EIC needs to provide an information-rich environment in a manner to help customers get their business started, to develop and expand their business capabilities, and also help them to make the necessary decisions about the future opportunities they may or may not have in the industry. The focus is on building a value for one’s customers. Our goal is that their business will grow. Our goal is to create value for the EIC. “|
About the EIC
The EIC is based in Santa Clara, CA and operates operations in Los Gatos, CA. The company does not make any claims or endorsements with respect to the contents of this eCompany or the ownership of the EIC that have not been fully evaluated or verified under the authority of CDAF. If applicable, the content and policies of the EIC will be provided in our eBusiness Manual.
The EIC’s core business structure and capabilities include the following: • The EIC is responsible for running key eSystems, managing the operational systems, managing the inventory (including EIC S and Storage), and preparing business plan for the upcoming year and preparing the business plan documents and information on products and equipment. Key System management involves managing and maintaining the EIC to ensure operational controls, operating and maintenance schedules and product specifications. • The EIC is responsible for keeping track of its progress and making available any product and its software development and integration capabilities at any time.
As part of the EIC’s responsibilities, the company participates in the development, testing and delivery of product and its software and is part of the EIC in its sole place for production and production. EIC has the responsibility of supplying EIC S, SSDs and other peripherals at all suppliers, and for delivery to any supplier. The EIC does not give away any of its EIC S if it is a failure to produce or prepare for EIC S. The EIC is responsible for making EIC S available or obtain a replacement EIC S as
The large order placed by Midland requires a new inventory management plan. The microchips are partially outsourced and partially manufactured in-house. The new inventory management plan will have an impact on down line suppliers as well has in-house stock. Kuiper executives carefully evaluate the service level agreements, costs and lot sizes that must be warehoused and the logistics of production flow for their inventory management plan. Key to the success of Kuiper logistical plan is the strategic use of safety stock. Safety stock helps to protect against uncertainty in demand and supply. In the Kuiper scenario the team must maintain a high safety factor due to high service levels respected by the clients.
Use of the fixed order quantity model will help the organization respond to customer demands based triggered events. A fixed amount of microchips and ECUs are produced based on the customer demand. This new approach will help the organizations leaders to adjust inventory as new clients and larger orders are acquired. Kuipers leaders are able to achieve this because their core business is controlled in-house. Thus the leaders are able to invoke a “shift in strategy, from sales peoples dollar-based forecasts to forecasts of the volumes that customers would buyД (Sangupta, 2004, p. 44).
Stakeholder Perspectives/Ethical DilemmasFortunately, Kuiper Ledas leaders constantly seek and evaluate technology based “options to optimize key elements of the companys supply chain.” (Kuiper Leda Scenario, 2007, University Of Phoenix . There are three major stakeholders in this scenario.
First, the front line employees are responsible for producing ECUs and RFIDs. This resource is challenged when demand is increased and the raw materials are unavailable to produce the end product. Employees require consistent pay whether demand is high or low. Thus the leaders must ensure they focus on costs involved with production and warehousing inventory. Under stocking the plant will cause bottlenecks and overstocking the plant will increase holding costs. The inventory managements plan for the new Microchips dictate an order fill rate not to exceed 80% because of the safety stock. Orders need to be planned in advance and there are time constraints for lead time. However, planning accordingly will prevent layoffs and steady production.
Second, the Board of Directors for Kuiper Leda is responsible for the continued success of the organization. Increased stock value is linked to successful capacity planning. Minimizing hidden costs by decreasing holding costs affect the bottom line. However, without increasing revenue, seeking new technology is to no avail. Thus, the leaders must prove to the Board of Directors that their efforts in managing the supply chain is effective, timely and benefits the bottom line.
The third and final stakeholders to consider are the customers. Kuiper supplies major automotive companies with ECUs, RFIDs and microchips. This is a competitive market, but the Kuiper organization is know for high quality products and responsiveness. The organizations revenues have grown as a result of these qualities. Kuipers high performance teams have secured repeat business and are attracting new business with increased demands. The supply chain must support the needs of new customers whose business is demanding. Without a steady supply of raw materials to produce the automotive components, Kuiper, as a supplier would slow their customers productions, which in turn would affect their bottom line.
Ethical dilemmas occur if inventory is mismanaged because an organizations bottom line is diminished, manpower is either over or under utilized and suppliers and clients businesses are affected.
End-State VisionKuiper Leda leaders have positioned the warehouse and production team to meet
