How to write executive summary based on the case study below ?

4:49 PM Mon Jun 23 learn-us-east1-prod-fleet02-xythos.|earn.cloudflare.blackboardcdncom r)- ? (I) 69%gt 20f4 COMPANY BACKGROUND Microfuse is the industry leader, offering the broadest line of circuit protection in the world. They offer 7 major circuit protection technologies (more than twice their nearest competitor) that span three industries: electronic, automotive, and electrical. (See above table) Microfuse technology is a critical component in many of the products we use on a daily basis, from cell phones and digital cameras to nearly 90% of automobiles, industrial machinery, computers and virtually any other devices using electrical energy. The diverse product line is coupled with a presence throughout the world. WEDNESDAY, APRIL 29 - NEW INFORMATION During the data collection phase of Val's research, she discovered that Microfuse currently has on site in central China and, through a recent acquisition, another facility located in southern China. Initially, the Chinese acquisition was driven by the fact that many more customers are setting up in China. For instance, the automotive sector in China alone is expected to increase from 4.4 million automobiles sold this past year to 10 million in 2010. Val was wondering how this new information would impact the outsourcing business case. The company also was projecting that almost all European functions may be moved to lower-cost sites in the near future. More specifically there appears to be an increased focus on moving the European division to Vietnam. Because of increased global business, Microfuse expects that in the future, 70% of production will be done abroad. Domestically a reduction in operation is forecasted. According to Val's interviews with some of the operating executives, most of the forecasted shifts in manufacturing are contingent on many factors, but that is a possibility. There is a common belief that the Foundry sites in Champaign-Urbana, Illinois, will never be completely relocated due to the fact that is the base for planning and development and is heavily involved in the manufacturing function. Due to the control-orientated mentality of the company, moving all manufacturing away from headquarters seems unlikely, but not impossible. 4:49 PM Mon Jun 28 * @ 69% learn-us-east-1-prod-fleet02-xythos.learn.cloudflare.blackboardcdn.com unique and valuable products that attract and retain customers. Obsolescence is the norm for the 2 of 4 industry. Competitor comparison Total Company Furses Polymer PTCs MOVs Gas Tubes Diodes Thyristors Polymer ESD Technologies Microfuse X X X X X X X 7 Xfuse X X X 3 Bussman X K 2 Raychem X X 2 EPCOS X X 2 AVX x 2 St. Micro X N Vishay X Teccor * Wickmann X Bel Fuse X 14:49 PM Mon Jun 23 learn-us-east1-prod-fleet02-xythos.learn.cloudf|are.blackboardcdn.com r)- '-? (I) 69%gr Val, our orientation has always been one in which control is a critical part of maintaining our market leadership position, hence vertical integration. The guiding belief throughout the company is that by being able to say that we actually make the products we are selling implies a certain level of proficiency and expert knowledge that customers themselves lack and thus look for when choosing a supplier. In addition to using ourselves as the best providers of quality manufacturing because of our long-standing quality and reliability tradition. Such control translates into greater power, especially in terms of profits, yet it comes at a cost. I understand that our inventory levels are too high. High inventory levels are a price we pay for us to add value to our vertically integrated business model. It should be noted that Microfuse operates a very efficient inventory system, but there is always room for improvement in this area. Although in general the company is open to outsourcing, until a supplier comes along that can provide more value than our current operation, our vertically integrated orientation will remain intact. So, Valerie, get together with Bob James to develop a business case for a limited outsourcing strategy for some of our non-core products. I would like a report on my desk by May 1. As stated, Tom Cecil, VP of Microfuse's manufacturing division, asked Valerie (Val) Simmons, purchasing manager, to investigate the implementation of an outsourcing approach to solve a problem that had rapidly become the centre of attention of the company's operating executives. Ms. Simmons would be working with Bob James, the plant superintendent. The problem was this: All of the major competitors have cut costs by outsourcing more than 40% of their manufacturing capabilities. In the past year, XFuse, Microfuse's closest competitor, has reduced their labour force by 50%. THE MICROFUSE INDUSTRY In order to truly understand the operational decisions Microfuse makes, it is necessary to be familiar with the industry. Microfuse is facing increased competition and significant pressures to remain innovative and efficient. The industry is technology driven. Microfuse's primary industry is circuit protection. It is a highly competitive industry that attracts firms from around the world. The companies that survive in the industry must compete not only on quality and value-added functions, but also on price. This translates into a need to be innovative and competitive at the same time. There is always a threat of becoming viewed as a coWWany companies is to provide As Valerie sets out to prepare a report for Tom Cecil, VP of Manufacturing, on an outsourcing/in- sourcing strategy, she is pondering the following questions