Morrison Company Case

Case Learning Objectives:
Analyze and address the operations and supply chain issues a diverse product mix requiring different manufacturing processes creates.
Differentiate between infrastructural operations decisions (i.e. day-to-day decisions and activities) and structural issues (i.e., strategic, involving investment)
Identify operations policies and organizational structures required by a chosen operations strategy (i.e., matching manufacturing capability to the Customer Value Proposition (CVP) and product and process characteristics).
Requirement: In roughly 4-5 pages pages (not including any appendix of detailed calculations) , and using Microsoft Word, analyze the Morrison Company’s operations and supply chain strategy. Please follow the rubric below for the format and content requirements. For the capacity analysis, you can use the provided Microsoft Excel Spreadsheet but copy your Capacity Analysis into the Word document for submission.
You are the consulting team. The company is experiencing high growth in two product lines. But…they are struggling with materials shortages, long lead times, high WIP inventories, missed and late deliveries to customers.
Your team is going to create an MBA-level Case Analysis that combines quantitative analysis and strategic framework analysis in a narrative that displays logic and application of the Simchi-Levi key supply chain strategy concepts. 4-5 pages in length for the main paper, plus an appendix to support your analysis. Spend time as a team on this case. Use the language and concepts, refer to your data analytics, practice applying these concepts; they will positively enhance your career trajectory. Use the rubric below to structure your contribution to truth.
Analysis Guidance
Walking into an operation like Morrison Company, where do you begin in analyzing its operations and supply chain strategy? Think about the problem statement–what are symptoms of the problem and what is the root cause(s)?
Walk through a logical analysis process:
What is the CVP of the Retail and Pharma lines? Are they the same or different?
Do the CVPs align with the type of product (i.e, functional or innovative?)
Do the CVPs align with the process choice, push or pull systems?
What about the capacity of the operation? You are provided some data in the Spreadsheet. What is the process choice and monthly capacity and capacity utilization? It is logical to separate the “personalization” capacity and the “standard product” capacity. What insights can you draw from the analysis?
Sales growth? You are also given some CAGR growth rates for each of the product lines. What can you infer from a 5-year CAGR analysis of pharma, retail and total?
What does the company cost structure tell you about the financial performance of the Retail and Pharma product lines?
What STRATEGIC alternatives should the board consider to address the root cause(s) of the problem?
What recommendations do you recommend? There might be short-term (tactical–stop the bleeding), and more importantly longer-term and strategic supply chain and operating strategy recommendations.

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