Additionally, the company’s ordering system is automated and places orders on a 2-week cycle, when inventory (according to inaccurate records) reaches a certain threshold the system automatically places inaccurate manufacturing orders. This misalignment creates miscommunication which ultimately creates inaccuracies in inventory records.

The first problem identified is the use of two separate computer systems: “one for ordering and inventory tracking and another for manufacturing and warehousing operations” (Wheelwright, S., Schmidt, W., 2011, pg. (3) Capital needed to investment in new plant equipment in 2010 and for international distribution expansion in Latin America, Europe and Asia Pacific. (2) An unnecessary number of regional warehouses have become costly and inefficient. SG’s key issues: (1) Poor inventory control system and high inventory balances inventory increased by 78% from 2008 to 2009.

Successful strategy and execution are crucial for the company as they prepare for growth and global expansion. The company just hired Ava Beane for the position of Manager of Inventory Planning Beane’s challenge is to implement an inventory control system that is aligned with SG’s “twin goals” (Wheelwright, S., Schmidt, W., 2011). and Canada, but without a well thought-out inventory management system in place SG soon faced problems with increasing inventory. To improve customer response time they added six leased warehouses throughout the U.S. The company stands by their “twin goals of continued sales growth and higher customer satisfaction” (Wheelwright, S., Schmidt, W., 2011), and to maintain such a competitive edge, in 2008, SG increased their customer service level target to 99%. The company and industry are fast growing SG’s sales are projected to grow 20% in 2010. (SG) is a specialty scientific glassware company that manufactures and houses their inventory. Wheelwright and William Schmidt and concepts from the textbook “Operations Management”, by J. My analysis and recommendations are based on the information provided in the case study, “Scientific Glass, Inc.: Inventory Management”, written by Steven C. on initiatives that can be taken to improve their key issues as well as some strategic ideas on how they may want to focus their resources. Furthermore, I will give recommendations to Scientific Glass, Inc. In this paper I will access the company’s key issues and through analysis I will give meaning to why the key issues require immediate attention and change. Before leaping into expansion the company is well aware they need to drastically improve their poor inventory management and controls. Scientific Glass, Inc., a glassware manufacturing company looking to take advantage of growing opportunities within its industry, both domestically and internationally. Production and Operations Management - DESC 475.23 Scientific Glass, Inc.: Inventory Management

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