The main perspective of the case of Meumet is to identify the current situation of the company, along with proposing different options through which they can easily increase their positioning. The document is more lenient towards proposing the recommendations for the company through which they can easily found the scale of investment which they are looking forward to achieve their desired goals.

From the case study of Meumet, it is clearly found that the position of the company is quite inefficient as they are quite jam packed with different problems. The quality of the products of the company are always worthwhile, which is one of the main reasons behind the increasing amount of orders. The supply behavior of the company is also efficient, through which they are able to receive the products in a respective time period, which is yet another major aspect for them in the long run (Osiyevskyy et al., 2013). However, after analyzing the case of the company, it is clearly found that the main issue which the company is having is the inefficient management of the orders. They are receiving abundance of orders and they are unable to manage it. The case clearly divulged that the company is using an order to make approach in which they only make the product such as chairs, tables and others when they receive the orders. It means that they are in a sense of using the personification (Pal Singh Toor&Dhir, 2011).

Another major issue which has been found in the context of Meumet is the non-managerial aspect of the company. The duties and work is not managed properly and delegated accordingly, which is one of the main issues for the company in the long run that needs to be managed properly. The current environment is highly competitive, and it is becoming more than significant for a company to manage their positioning in the market with perfection. It is essential for a company to apply rigorous and efficient techniques for the purpose of sustainable development. For the sustainable development and improvement, it is essential for the company to undertake different options into the consideration, as it helps them to secure their positioning in the market.

The first line of recommendation is associated with the delegation of work and authority. Firstly, it is needed that the company divided their individuals into different parts so that they can easily manage their positioning in the market. This particular tactic would be ideal for them in managing the entire operations of the company professionally.

Secondly, it is recommended to the company to change their view from order to make approach to readymade approach. This approach obliged and enables the company to make sufficient amount of chairs and orders ready for the end users, so that they can be given the products without any issue and problem. This particular outcome would be highly efficient and beneficial for the company in the long run, as it would be suitable.

Thirdly, it is essential for the company to analyses the externalities which they have through proper market audit. The market audit should include the competition analysis in a professional manner, so that maximum benefits could have been attaining in a matter of not time for their sheer efficiency and productivity of the company in the long run scenario.

It is also recommended to the company to use the Demand Forecasting tool to assess the demand of the product, and then make the products in accordance to the requirement of the market.

Lean Inventory Tool is one of the most important concepts that stride under the umbrella of Supply Chain management, and the same is likely to apply on this particular case as well

Warehouse management is also essential for the company to assess the demand and maximize the importance accordingly

References

Osiyevskyy, O., Hayes, L., Krueger, N. F., & Madill, C. M. (2013). Planning to grow? Exploring the effect of business planning on the growth of small and medium enterprises (SMEs).

Pal Singh Toor, T., &Dhir, T. (2011). Benefits of integrated business planning, forecasting, and process management. Business Strategy Series, 12(6), 275-288.

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