n methods that force it to inventory and juggle parts and supplies. The fragmented supply chain exists because the company's suppliers are not linked together with each other or with Kuiper Leda. Thus, when problems occur, it is difficult to get all the parts of the supply chain in sync. Kuiper Leda's capacity planning is also lacking, as can be seen by the mad rush to accommodate the unexpectedly large order. The company's forecasting is clearly inadequate, since it was unable to predict the large order. Its production methods involve warehousing and shifting parts and materials, which creates a lag in its supply chain every time this needs to be done. Kuiper Leda's opportunities center on resolving each of these issues to achieve a supply chain that is integrated, allows for good capacity planning and forecasting, and enables JIT production.
Stakeholder Perspectives/Ethical Dilemmas
Kuiper Leda has various stakeholder perspectives to address. Its own executives and supply chain members are interested in efficiency and profitability, which are linked. Its customers are concerned about obtaining good and timely service and quality products. There may be some ethical dilemmas inherent in this breakdown, as the customers' desire for quality can be compromised by the company's efforts to work efficiently and gain profits. Quality is often the first thing sacrificed when companies want to increase profits.
Kuiper Leda will improve efficiency, profitability, and service by optimizing its supply chain.
Kuiper Leda will become a company that provides good service and delivers high-quality products in a timely fashion by virtue of its optimized supply chain.
To address its fragmented supply chain, Kuiper Leda can integrate its supply chain, bringing all of its suppliers on board in an Internet-based system that will allow them to communicate more easily and will allow Kuiper Leda to ov...