Gap Analysis: Kuiper Leda

Table of Contents

GAP ANALYSIS: KUIPER LEDA 3

SITUATION ANALYSIS 4

ISSUE AND OPPORTUNITY IDENTIFICATION 4

STAKEHOLDER PERSPECTIVES/ETHICAL DILEMMAS 7

END-STATE VISION 8

GAP ANALYSIS 9

CONCLUSION 10

REFERENCES 12

Supply chain management is the process of satisfying, with the best possible level of competence, customer requirement by means of the preparation, management, and execution of supply chain functions. Supply chain management involves exchanges between various entities, each playing a particular role, in a network across which materials, finance, and information flow (Kotrill, 2002). A considerable amount of activities are implemented and coordinated inside, as well as among, organizations. The efficient management of multifaceted global supply chains, according to Lee (2000, p. 32), entails “tight integration between partners.” Undoubtedly, supply chain management has become a global organization’s most potent business tool for minimizing costs while maximizing productivity and profits, and most importantly, customer satisfaction.

This paper provides an inventory model, based on generalizations of the operation-management theorems discussed by Chase, Jacobs, and Aquilano (2005), as a viable solution to a company’s current production inadequacies. The company in focus is Kuiper Leda, Inc., which is a manufacturer of electronic components, particularly radiofrequency identification devices, electronic control units, and sensors catering original equipment manufacturers in the automotive industry. From a bird’s eye view, Kuiper Leda is currently production-capacity deficient in addressing additional client requirements and demands. More specifically, Kuiper Leda’s production inadequacies lie in its inventory tracking, production planning, and supply chain management system. While Kuiper Leda establishes itself through the principle of constant upgrades of its existing technological base, the company is now, more than ever, seeking to optimize key components in its