Blozis Company
Case Study 1: Blozis Company
Emily Bowers
MKTG 444: Supply Management
Statement of Problem:
The president of Blozis Company must find a way to unify communications between the supply, engineering, and production departments on setting up standard requirements for keeping better track of ordering and sending out materials to suppliers.
Background:
Overdue payments on materials that have been received by Blozis Company-no receiving report made up and supply only passes bills for payment after receipt of the receiving report. Processing invoices for which there are no corresponding orders-no “confirming orders” from the supply department being requested by the expediter.
Discussion:
Recommendations:
BLOZIS COMPANY
The Blozis Company was a manufacturer of highly technical equipment. The $16 million gross sales of the company consisted primarily of units designed to customer specifications by the engineering department and produced on a job-shop basis by the production department. The engineering department also designed highly complex control equipment of general industrial application to be sold by the Blozis Company on an off-the-shelf basis.
The supply department consisted of the supply manager, a buyer, and two clerks who handled typing and filing. Although many of the items purchased were of a highly technical nature, the supply manager had no technical training. Through the years, he had picked up a fair grasp of the engineering terminology used in the field, but had made no attempt to keep up with the specialized design problems of the company. The buyer was a woman who was known in the trade as “hard-boiled but big-hearted” and was generally considered a competent general supplies buyer. Without great ingenuity, the buyer also successfully handled technical items if detailed specifications were supplied by engineering or production.
An expediter was attached to production.
Emily Bowers
MKTG 444: Supply Management
Statement of Problem:
The president of Blozis Company must find a way to unify communications between the supply, engineering, and production departments on setting up standard requirements for keeping better track of ordering and sending out materials to suppliers.
Background:
Overdue payments on materials that have been received by Blozis Company-no receiving report made up and supply only passes bills for payment after receipt of the receiving report. Processing invoices for which there are no corresponding orders-no “confirming orders” from the supply department being requested by the expediter.
Discussion:
Recommendations:
BLOZIS COMPANY
The Blozis Company was a manufacturer of highly technical equipment. The $16 million gross sales of the company consisted primarily of units designed to customer specifications by the engineering department and produced on a job-shop basis by the production department. The engineering department also designed highly complex control equipment of general industrial application to be sold by the Blozis Company on an off-the-shelf basis.
The supply department consisted of the supply manager, a buyer, and two clerks who handled typing and filing. Although many of the items purchased were of a highly technical nature, the supply manager had no technical training. Through the years, he had picked up a fair grasp of the engineering terminology used in the field, but had made no attempt to keep up with the specialized design problems of the company. The buyer was a woman who was known in the trade as “hard-boiled but big-hearted” and was generally considered a competent general supplies buyer. Without great ingenuity, the buyer also successfully handled technical items if detailed specifications were supplied by engineering or production.
An expediter was attached to production.