Reasons to Make - Coordination of Production

Reasons to Make

Coordination of Production

Bouchard plans to transform the company into a much more profitable regional steelmaker; meaning a lot of coordination has to be realized; just as Bouchard had turned a bankrupt steel operation into a highly successful venture. This can be effected as below:

They can make slabs at Sparrows Point and bring those down to Wheeling-Pitt, keeping Sparrows Point relatively full, and fulfill Wheeling-Pitt's [rolling operation without delivery failures; leading to profits and probably scaling their service center revenue up to $5 billion.

Bouchard is focused on running lean inventories, other links in the supply chain are striving

to eliminate inventories, this shall help them improve on quality service to their clients and boost sales and profits; but they relying more and more on distributors that shall involve contracts and coordination.

To increase sales of smaller orders, from 2 tons on up, the company hopes to double its customer base to 4,000—primarily distributors in the Midwest. With its new low-cost production strategy, high capacity utilization, expanded customer base and cuts in overhead costs, Bouchard expects the operation to quickly return to profitability.

Their better supply chain communication will yield greater flexibility over inventory cycles by matching production with orders."

While it made sense for Esmark to combine a small regional mill with a comparably scaled regional distribution network; the company will produce more, yet reduce its workforce by cutting management positions and backing out employees of Wheeling Corrugated and Mountain State Carbon (a joint venture coke operation with Severstal) from Wheeling-Pitt's payroll.

The CEO can only accomplish the task of smooth running of the acquired mill and distribution centers by sticking veteran industry leaders in charge of individual systems within the steel industry.

Still, under Bouchard's plan to target small and midsize OEMs via the distribution channel, he fully expects Wheeling-Pitt to increase its output to over 3 million tons from a historical average under 2.5 million. The Increased production will require cooperation from the union and if the company succeeds with Sparrows Point, they will be looking to build out an East Coast distribution network around it; thus scaling service center revenue up to $5 billion."

Consequently, the above portrays that coordination is critical, meaning in-house production is preferable to the market mechanism

Leakage of Private Information and Outsourcing

The Esmark model, as described by Bouchard, forms a sort of hybrid steelmaker/distributor. And it's a model—spawned