Rubber Company

telamon Tire and Rubber Company 1) What were atlas vertebra major ch wholeenges prior to the promotion of Walter Harrison as CEO? The important challenges set about by book of maps were competitive and financial challenges. As for the first magazine from 1905 the party was facing losses for consecutive 2 years in row as the company was facing a severe downturn. This was all because of the new(a) challenges, which the company was facing due to their growth and expansion policiesThe company was also facing the competitive challenges from the first values import products which were affecting their price strategy resulting in low profits, heavy slump in the self-propelling market in America also pulled back Atlas to call back its flagship. Due to all these the stock prices dropped down to 20 years low resulting in cutting down of credit rating to junk marry status. So during this declining phase, the company needs some major transformational changes so that Atlas can regain i ts position and pride back. 2) Why did Harrison focus on an integrated bring home the bacon set up as a significant fraction of Atlas new strategic plan?As Harrison and his police squad effect that Atlas lacked integrated go forth chain capabilities due to which disjointed dispersal network was there and various third partly logistic companies were utilize which lead to many problems and challenges. And logistics was only considered as a storage and scattering function rather than a strategic allow for chain process. As Harrison came out with a strategic plan Seven Principle of harvest-home for turning around the Atlass fate. Harrison special focused on a superior and integrated supply chain.He focused on incorporated proviso Chain because he strongly feels that this would streamline the cast and its fulfillment process so that they can be more accurate and lucky to use because of their simplicity. The main focus was to deliver the redress tire to the right place at the right time while keeping cost and inventories low. Harrison wants to create an extra edge everyplace the other tire manufacturers by creating the much better service capabilities. 3) What did the UST President, Michael Brogran, do to better earn client needs? UST business defines Atlas s U. S.Tire business, which has the worth of producing, and selling blow million tires per year and was generating approximately 50 percent of Atlas Revenue. Michael Brogran strongly feels that the superior supply chain was a vision that existed only on paper so he just made a team to understand customer needs in a better way. The main step the team had taken was to work across customer verticals, which were Consumer tires, mercantile Tires and Off Highway Tires. This structure help Atlas to better understand the customer needs in different segment and to play finish up them in different ways as needs were also different.As the part of this new alignment to understand consumers needs bet ter Brogran facilitates cross company quislingism to identify interactions and coaction and to share the best practices so that e very surgical incision can better understand their customer needs for better profile and control. 4) How did USTSC address the talent gap that they had in the organization? U. S. Tire Supply chain organizations main objective was to integrate the grooming and functional operations which included the responsibilities of contact centers, stray forethought, pricing administration, dispersion and delivery, billing and accounts receiv qualified.USTSC was structured so that Atlas can understand & meet the needs of its customers that are classified under various segments sames consumer, commercial and off highway tires. The key goals of USTSC were Lower the supply chain costs, Boosting the customer work, benefit in the inventory management and associated working capital, Simplifying the supply chain processes & management of the business. Initially USTSC came across major challenge with regards to talent gap.Reduction in headcount from several years impacted the internal supply chain analytical and operation capabilities. Moreover with five different 3PL (third party logistics) the focus was exclamatory in managing the suppliers rather than the operations. After a thorough evaluation USTSC conclude that SCM (Supply Chain Management) was never a core competency of Atlas. In recount to bridge the gap USTSC obtained assistance from organization that had expertness in grooming and managing the complex supply chains.The synergy of these organizations was mutually beneficial to all the parties. collaboration in supply chain planning, process development and service execution fetched superior results. Due to this synergy Atlas was able to supplement the expertise of Globals supply chain & Global was in a position to gain a broader insight of Atlass requirements and supply chain capabilities. USTSC experience a synergistic ef fect because of the Atlas-Global team and experienced more legal customer-supplier 3PL working model. Thus the talent gap was bridged by USTSC . Comment on the stiffness of Atlas efforts to improve team-based strategic collaboration ? With the synergy of Global and Atlas, Atlas was in a position to leverage the expertise of Globals supply chain & Global was able to derive a broader insight of Atlass requirements and supply chain capabilities. Alas-Global USTSC was able to develop team-focused, strategy-driven relationships that were unique in the 3PL industry. The organizations consistently maintained an quick & effective coordinated participation across the supply chain sphere.Interactive teams from the troika organizations facilitated the planning, developed and executed the key supply chain activities in order to achieve superior supply chain. The collaboration in team was very effective and was result oriented. The SCM team and the steering committee used to do brainstorming sessions to figure out new supply chain initiatives & at the other end the operations team and the SCM team evaluated and ensured the potential projects that could be implemented effectively and are favorable.The relationship building between the organizations was effective and there was a strong executive support from the top management. The organizations come through mutual benefits and they experienced more effective customer-supplier 3PL working model. There was effective synchronization in the strategies with regards to process design and execution. Allocation of resources was well plan and the responsibilities were well defined. More focused on the opportunities available. The integration of the team carrying into action was able to create superior supply chain capabilities within the industry. . As OBrien, what strategies would you recommend to Atlas to A) Gain greater control over inventory B) Optimize the flow of products in the supply chain. In order to gain control ov er inventory & to optimize the flow of products in supply chain Implementing a centralized system within the 33 company owned regional distribution centers so that the information regarding supply chain, any innovations and critical information are accessible to every superstar at one single point of time.Effective integration of the 4 third party logistics providers services would generate superior results. Forecasting should be make collaboratively by the Atlas sales group and manufacturing group in order to arrive at accurate estimates. Implementation of the ERP system like conk out would make it abstemious to figure out inventory analysis.A centralized system like SAP would also create transparency, easy availability of data, accessible to concerned segment in a timely manner, constant flow of information, demand and supply of inventory can be balanced and can avoid instances like stock outs or over inventory carrying costs, more reliable and realistic, helps in decision mak ing process, implementing a centralized approach in the imparting system, a well defined standard service parameter should be set and should get authorized by the compliance, regular audits and inspections should be done in order to check if there are any violations.