Table of Contents A. EXECUTIVE SUMMARY B. Nucor (NUE) was ranked the first of steel producer in the U.S.‚ and the first “mini-mill” operator‚ with operating facilities in 14 states. Nucor’s products include sheet steel‚ bar‚ structural‚ plate and others. The company was known for its aggressive pursuit of innovation and technical excellence‚ rigorous quality system‚ environmentally friendly products. Nucor’s core strategy is that of cost leadership through the use of technology; it is known
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Nucor Case ADMN 4607 To: Michael Howe From: Suya Chen Yujing Liu February 13‚ 2013 Vision The major player in the U.S. steel industry. And change into the global steel industry (especially Asia market). Mission Nucor Corporation’s goal is to "Take Care of Our Customers.” they are accomplishing this by being the safest‚ highest quality‚ lowest cost‚ most productive and most profitable steel and steel Products Company in the world
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-295275-371475Nucor Corporation Competing against Low-Cost Steel Imports 110000110000Nucor Corporation Competing against Low-Cost Steel Imports What are the primary competitive forces impacting U.S. steel producers in general and the producers like Nucor that make new steel products via recycling scrap steel in particular? Please do a five-forces analysis to support your answer. As mentioned in the case the main problem is the excess of steel in the steel market. Right now foreign steel is being dumped
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Nucor has many strength’s that lie within the company lines. They are the industry leader in innovation and minimization of pollution and production cost. They make sure to take each and every step necessary in order to reduce the exposure of pollutants to the atmosphere. This gives the company a lot of credibility in that it is not only worried about itself‚ but also its surroundings. Nucor is a calculated risk taking culture so they are not quick to jump the gun on any specific task. They assure
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How would you describe the culture of Nucor? Nucor seems to possess a secret in the business world‚ a lost art regarding to how to treat employees. To think that engineers and supervisors alike would sacrifice their weekends to help out a sister plant with a failing grid and not one person was asked by their direct manager to assist is an amazing healthy team culture. A performance driven company with a team building component that rewards the whole versus the minority only when they have been
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case study “Nucor in 2009”‚ Nucor’s business strategy can be categorized as cost leadership. There are clear evidence in the case that shows Nucor using an integrated set of actions to produce at the lowest cost‚ while still maintaining an acceptable level of quality compared to their competitors. In this critique‚ the Value-chain model will be used to illustrate how Nucor aligns their activities to this business strategy. I/ Primary structure Regarding Inbound Logistics‚ Nucor has a highly
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Performance Measurement‚ Nucor’s case study 1.Nucor performed very well because of choice of a successful strategy. The most significant part of it from the corporation’s point of view is that every plant worked as a single company. They had to show reports to the headquarters but all everyday events had to be solved inside the plant. It allowed the company to react fast for local changes. Another important point in the strategy is the level of wages. Basic payment of managers was quite low. They
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China seems to fall on to the weak side of the scale for their natural resources and economic base measuring of latitude and panarchy. Latitude is the degree to which a system can be altered before not having the ability to recover. China’s natural resources and environmental base are very weak in latitude. This conclusion is drawn from the fact that the demand on the limited resources is high due to the high population and low regulation. This is evident in the energy sector‚ because the increasing
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3.0 Resources and capabilities This paragraph begins by laying out the theoretical dimensions: Resources and capabilities Definition of resources In order to get a deeper understanding of the concept resources‚ a definition can shed some light on this matter. While a variety of definitions of the term resources have been suggested in the literature of resources‚ this paper introduces the definition first suggested by Teece et al. (1997) who determined resources as ‘firm – specific assets that
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CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly‚ identifying only those that can be measured‚ such as plant and equipment. Yet the intangible assets‚ such as a particular technology‚ accumulated consumer information‚ brand name‚ reputation‚ and corporate culture‚ are invaluable to the firm’s competitive power. In fact‚ these invisible assets are often the only real source of competitive edge that can be sustained over time
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