UofP - MBA550 - DQs - Week Three - 05-08-06

UofP - MBA550 - DQs - Week Three - 05-08-06 - WK3 DQ1...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
WK3 DQ1 Taking a senior executive’s perspective (Due Tues) When solving problems we often need to develop and present a range of solutions to our senior leaders or executives. Often these alternatives range from what can be done quickly, easily and cheaply to the idea solution for the situation. For this activity you will be creating a reasonable range of solutions based on the tier one solutions you identified from the benchmarking. First, from your generic benchmarking and research paper, develop the list of alternatives you identified. Each of these solutions is related to the single concept of topic you benchmarked or researched and represents what we can call tier-one solutions. Second, from this set of solution identify the one you think is your best quick- easy-cheap solution. Third, identify your idea combination of solutions that will definitely help you solve the problem and realize all the end state goals. This is your comprehensive solution. Fourth, look at the individual solutions and create two or three tier-two solutions by combining them into pairs that represent good possible solutions. You now have a “reasonable range of alternatives or solutions” to evaluate and consider. First, remind us of your problem or statement. Second develop this range of 5 solutions including at least one tier-one solution and one tier two solution and one comprehensive solution. This should be the set of solutions you will evaluate against your end state goals. Why is this referred to as a “range of reasonable solutions”? What does “range” mean in this context? Problem Statement “Lawrence Sports seeks to maximize cash flow management and decrease short-term financing with attentiveness to growth sustainability by implementing long-term financial best practices.” Solutions 1. Inventory Management a. Implement a consumer-driven supply chain management system. 2. Capital Management—Sale-Leaseback Financing a. Implement sale-leaseback financing of Lawrence Sports’ corporate headquarters. 3. Maximizing Profit a. Hire a “chief algorithm officer” to analyze historical orders from customers to develop a trend analysis. b. Increase Lawrence’s customer base and negotiate a minimum number of basic items per order from major customers by having more products to offer in less time. 4. Forward and Future Contracts a. Obtain financial safety, security, and build strong relationships with customers and vendors by locking-in the cost of buying supplies and materials from vendors through forward and future contracts. Solution—Tier One (the “best quick-easy-cheap solution”)
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
1. Obtain immediate cash-flow by a sale-leaseback of Lawrence Sports’ corporate headquarters. Solutions—Tier Two
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 12

UofP - MBA550 - DQs - Week Three - 05-08-06 - WK3 DQ1...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online