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Cynthia Jordan
OPS/571
Riordan Manufacturing’s China plant is the organizations producer of electric fans. The
Hangzhou (China) operations are a joint venture between Riordan Manufacturing and local
Chinese businesses. Riordan is responsible for the operating capital, injection molding,
machinery, and product expertise. The Chinese nationals are responsible for supplying the labor,
communication with other local vendors, governments, and regulatory agencies as well as
providing a small sum of operating capital. The Hangzhou plant operates six departments within
the entire operations; receiving, molding, trimming, assembly, packaging, and shipping.
The following describes the China plant’s operations from the receipt of materials to
shipping the product to its customers. Raw materials are then delivered to the plant and verified.
After verification the information is confirmed, raw materials are taken out of the inventory for
use and documented to maintain accurate product levels. Riordan customers order the electric
fans via phone or fax. The orders are then entered in the system and sent to shipping.
Analysis
Riordan chose the Hangzhou location because of its existing business partner
relationships and the proximity to the Qiantang River from the plant. The Chinese partner
relationships meant reduced waiting times for raw materials and savings on fuel and human
capital, as the river’s access led to the Hangzhou Bay for the shipping needs. As product demand
continues to grow, competitors have begun using shipping companies that port in Hong Kong
Initially Hangzhou was the most efficient manufacturing location because of the business
network that already existed. As product demand continues to grow, relocating operations to
Shanghai should be considered a more appropriate plant location, as it would better position
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Riordan to increase market share throughout Asia and Europe. Based on the benchmarked data
of our largest competitors, relocation to Shanghai has been incorporated into the five year
Process Design
The Hangzhou, China plant uses a make-to-order fabrication process selection strategy
when manufacturing the electric fans. Currently the plant makes fans using a batch shop process
flow structure as the fans specify to their customers needs. Competitive intelligence about the
industry suggest that Riordan Manufacturing should move to a more aggressive process design
system to meet the anticipated increased demand and to gain more market share. Safety stock
will support a just-in-time (JIT) delivery process to reduce delays that are external to the
business such as concerns with work stoppages and working conditions as global plants can
experience.
The new process design system would include maintaining electric fan capacity reflective
of competitor sales performance, and based on the product demand throughout Asia and Europe.
The process flow structure would be changed to an assembly line infrastructure to support
increased operations and sales. An assembly model would also encompass customer specific
Supply Chain
Riordan strategically chose the Hangzhou location due to its low raw materials costs
through their Chinese partners’ relationships with the Chinese nationals. Local vendors allow the
China plant to have shorter gaps in product delivery due to the physical proximity of the
suppliers. Combined with the lower cost of purchasing products locally, the supplement business
relationships in the China plant strengthen the efficiency of the supply chain. The Chinese
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nationals are also responsible for the relatively low shipping costs, although they are slated to
change once the company relocates its Hangzhou operations to Shanghai within the next five
years. Labor costs are also lower in China than they are in Riordan’s United States locations,
Production Forecast
The electric fan’s original forecast was influenced by industry data, the product being
marketed to the global market, and its projected performance with the expectation of increasing
market share at the years progressed. The original and current forecasts display a growth of 7%-
15% for the next four years. Growth was expected to slightly decrease in years two and three, as
competitors are expected to manufacture their own version of the Riordan electric fan. The
original forecast was amended based on competitive intelligence researched on other leading fan
manufacturers. Riordan’s product standards and value would enable to electric fans to continue
to excel in the market, thus rebounding in the fourth year and anticipating continued upward
growth. It has been recommended that Riordan relocate its electric fan operations to Shanghai
within the next five years, so the forecast as of today reflects the next four years.
Implementation
Riordan has obtained information that suggests that the electric fans will be a
foundational product to market and sell. The China plant currently manufactures fans when
orders are received. This strategy will not allow Riordan to grow its electric fan division by
capturing a larger and global market. The China plant will move shift operations to an assembly
line structure where fans will be manufactured daily. This process will effectively meet current
demand, retain an appropriate level of safety stock as brand recognition increases, and help
Conclusion
Riordan’s decision to launch their electric fans line in Hangzhou, China was an
economically sound decision due to the low cost of labor, raw materials, reduced shipping,
established vendor relationships with Chinese nationals, and its close distance to the river where
products were shipped to their destinations. The Chinese business partners managed the local
government and other regulating agency requirements in addition to contributing some of their
own capital to support the venture. Riordan discovered that moving operations to Shanghai
would mean even further savings on shipping costs than what is negotiated in Hangzhou. The
China plant implemented a more aggressive operations process to meet current, future, and some
unexpected product demands. Sales are expected to increase over a four year period, with slower
growth in the second and third years due to competitors manufacturing their own versions of the
electric fan.
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Appendix
This letter is in reference to the plant operations and manufacturing of the electric fans at the
Hangzhou facility. The Hangzhou plant is continuing to run efficiently is meeting current
consumer demands. The facility effectively manages its operational costs and controls overtime.
The local vendors who provide the raw materials and shipping services are also influential in
maintain the operating budget for the China plant. Recent competitive intelligence suggests that
electric fan demand will increase over the next four years. To avoid overtime and meet product
demands or have back order concerns, the following aggregate plan has been proposed,
• China plant move to an assembly line operation to support fulltime fan manufacturing
• Maintain adequate safety stock based on global company sales to meet product demand
• Implement chase staffing plan in anticipation of demand fluctuations
• Hybrid staffing strategy to address short-term unexpected increases in production and
demand.
• Ensure that the China plant is the most cost effective location to manufacture and ship the
electric fans (for the next four years).
The China plant will be involved in all company communications as they relate to production
standards, sales, financing, and logistics throughout the entire organization. The Hangzhou
location will also begin to be involved in the quality aspect of their products instead of the
corporate customer service department managing that function. Customer and management
feedback, the plants participation in the own strategic planning strategies, and the establishment
of leadership mentors will contribute to the company’s total quality management efforts.
Please contact me to discuss the upcoming plans for the China plant and the importance in their
involvement in growing their region and in how they are critical to Riordan’s global success.
Sincerely,
Cynthia Jordan
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References
Chase, R. B., Jacobs N. R., Aquilano, N. J. (2006). Operations Management for Competitive
Management.