Relocating in China
With Riordan Manufacturing being a leader in plastics manufacturing, they have built a name for themselves as the best in their industry. In order to stay competitive within their market, they must make themselves available in order to deliver inventory to spread throughout their factories in San Jose, Georgia, Albany, Michigan, Pontiac and China.
Riordan Manufacturing’s future must be focused on maintaining and achieving reasonable profitability to assure that the human capital and financial is available for sustained growth and in order to do that, inventory control must be a priority with Riordan. (www.riordan-manufacturing.com) In order to keep their inventory controlled, Riordan must take a lead and find ways to control costs in their China facility as the budget for shipping in their China location extends itself each month.
With Riordan being an industry leader, their past strategic capacity planning has been successful and with the technology they carry from facility to facility, their capacity strategies have yet to compromise what is most important to all companies which is the bottom line. In order to keep control of their bottom line, Riordan has decided to close their Hangzhou location and uproot to Shanghai, China.
Riordan states, “Our initial decision to locate our China operations in Hangzhou was driven largely by the fact that our Chinese partners already had facilities there and the city’s proximity to the Qiantang River. We thought that the river access which led on to Hangzhou Bay would be sufficient to handle our shipping needs.” (www.phoenix.edu) In order to make this move successful, the Project Manager for Riordan has to make sure all of the stakeholders in this project are kept up to date as to how the project is going, any problems seen or unforeseen and to make them aware of all aspects of this relocation.
The Project Manager will create a monthly report with...