Introduction Carver Parks closed his eyes, lowered his head and rubbed his fingers along his brow. His eyes werestrained looking at report after report, but he was determined to find a solution. That's why Suhanihired him in the first place. Solutions were his specialty, but lately he was having trouble getting out ofthe weeds and seeing the path the company needed to follow. A steady trend over last 12 months showed a slow reduction in gross margin, despite changes made inall areas of the business, no one could figure out how this was occurring. Suhani Ojah, President &Chief Executive Officer (CEO) of the company, felt this was a wake up call to start taking the company ina new direction. Carver joined the lucrative business, ODP Group Inc. a little over 18 months ago. He was weary to leavehis own position at the Ivey Business School (Western University, London Ontario) but he was excitedfor a new challenge and it allowed him to be back in his hometown of Winnipeg, Manitoba. Officially his title was Vice President of Business Management. Most didn't' really know what thatmeant, but as he directly reported to Suhani, his position came with a great degree of authority. His rolewas to act as an internal consultant; investigate where required and develop recommendations for the company to grow in primarily 4 areas 1) Financial 2) Sales & Operations 3) Team (Employees) and 4)Community. Suhani had stressed to him the importance of making sure he has the buy in from theExecutive Team to ensure everyone was aligned as they move forward. For the most part he was greeted with enthusiasm by the Executive Team, but Carver could tell therewas some degree of defensiveness when it came to any probing in anyone's respective area. Heexpected this and tread carefully as he started his review of the company. In the first 6 months of histenure, things seemed to be going well. He had found some hidden gems in the area of transportation and was able to help contribute to the company's profitability. He also found an ally on the ExecutiveTeam, that being Michael Makinda, the Director of Supply Chain Management

However, the good news was short lived. Over the last 12 months the Finance Department reported asignificant drop in gross margin from 33.79% to 26.21%. This was announced to the Executive Team atthe end of the first quarter of 2020, for the 2019 fiscal year. The news came as a shock to all, especially to Carver, who felt his efforts may have actually contributed to a better performance in 2019. Suhani advised the Executive, at this time, this was now Carver's top priority and he should be allowedall cooperation in order to ensure they do what is necessary to recover and bring the company back toexpectations. Although Carver appreciated the vote of confidence from his boss, the more he investigated the morechallenges emerged.

Company History Ojah-Diaz Plastics Group (ODP Group Inc.) was a third generation privately owned family business. The business was founded 63 years ago, in 1957 originating from Trinidad & Tobago (in the Caribbean). Suhani's grandfather (Ivan) was an operator in the newly formed refinery and worked close with the British engineers, as the Petroleum Sector expanded throughout the country. He became well recognized for designing his own parts that would help him as an operator. Although he had no formal education, soon enough he became a regular part of the engineering team with his quick ability to sketch and design different customized parts that could help the operational process. Metal was expensive and took time to produce, but with the advent of plastics dominating the industrial sector, it became a viable option for the petrochemical industry in Trinidad. With the encouragement of some of the engineers, Ivan eventually opened his own company Ojah's Plastics Limited (OP Ltd.) specifically designed to create customized plastic products to support the petroleum industry in Trinidad. For the next 20 years, the business flourished in Trinidad and OP Ltd. became the primary supplier for different companies involved in oil and gas sector. His company manufactured over 1,000 differentsku's and expanded to Venezuela and Guyana (in South America). At this time, several family members were on the Board of Directors with his son Chris and Anthony both in Executive positions within thecompany. In 1977, Anthony and his family moved to Canada and settled in Winnipeg, Manitoba. Anthony began to explore the possibility of supplying the Canadian Automotive industry as Chrisfocused on the operations in the Caribbean and Latin America. By 1987, expansion continued into Canada as well as Mexico. However, the cost of manufacturing andexporting all from Trinidad was taking a toll on the company's profit margin. A decision was made toclose the manufacturing operations and re-establish in Canada. In 1990, OP Ltd. established twomanufacturing plants in Canada (Lloydminster, Alberta & Sarnia, Ontario) with Distribution Centers in Canada (Winnipeg, Manitoba; Oshawa, Ontario; Calgary, Alberta), Mexico (Mexico City) and Trinidad(Pointe--Pierre). At this time, Chris and his family also moved to Winnipeg, Canada and Anthonyofficially took over as President of OP Inc. and Ivan settled into a well-deserved retirement.

(Pointe--Pierre). At this time, Chris and his family also moved to Winnipeg, Canada and Anthony officially took over as President of OP Inc. and Ivan settled into a well-deserved retirement. Under Anthony's leadership the company started focusing on new markets including 1) agriculture 2)automotive 3) pulp & paper and 4) mining. Chris also recognized Mexico's increasing potential as amajor player in the oil and gas sector and the advantage of being a supplier from Canada with the new formed NAFTA agreement (North American Free Trade Agreement). Anthony encouraged expansionthrough partnerships and 1995, after extensive negotiation OP Ltd. officially became a joint venture witha privately owned Mexican company (the Diaz family) forming a new company called ODP Inc. (Ojah- Diaz Plastics Incorporated). At this time, the company produced over 10,000 different sku's for more than 50 different industrysectors. They were clearly recognized as a key manufacturer and distributor in North America and Latin America for B2B (business to business) plastics solutions (industrial and commercial). The company continued to expand and in 2005 a new manufacturing plant was opened in Sao Paulo,Brazil to support continued growth in South America. At this time, both Anthony and Chris children hadjoined the Board of Directors.

Company Today In 2017, Suhani Ojah (daughter of Chris) became the President & CEO of the ODP Group Inc. Thecompany's footprint had become quite complex including several manufacturing facilities anddistribution centres and sales offices. Although the company was growing physically, profitability had fluctuated over the last 10 years with some locations consistently in the red. Under the direction of Suhani ODPG began to lean it's operations and become more efficient. Eachlocation started reporting its individual effectiveness and its contribution to the company's overall profit. Lean manufacturing became a core part of the ODPG philosophy as well as communitycommitment. However, the challenges to sustain margin were greater today than any other time in the company's history. She knew the company needed outside help. In early 2019 Suhani went through an extensiverecruitment process to find someone she felt could help identify the next steps for the company in order to grow.Carver Parks was hired in May of 2019. His initial task was to understand the products and operations ofthe company.

Products & Process Overview ProductsThe products of the company were related to 3 categories:

Custom Orders This represented manufactured plastic parts which were customized for a specific customer and would only be ordered once. Typically there was no holding of inventory and orders were shipped and invoiced upon completion of manufacturing. For each of these orders an individual quotation was made for the customer. Each year, custom orders represented approximately 19% of annual revenue. 2) Replenishment This represented manufactured plastic parts which large customers ordered on an annual basis. There were over 100 customers in this category (considered large) and each of them ordered in a different way. Each client had a separate contract related to their order and for many (approximately 75%) inventory was held and shipped out as required. Some had long term contracts others used blanket PO's for the year and others simply placed an order for each dispatch. For most of these orders, the product was the same as previous years. As a result prices were not quoted annually, and only occasionally prices would change. There did not seem to be a system in place as to how and why this occurred. Additionally, forecasting was the responsibility of the ODPG (and customers paid extra for this feature), but for some sku's inventory levels were dangerously low or completely out of stock while for others there was years of inventory. Since each customer had a different agreement, some customers were paying for the inventory holding costs, while others were not. Inventory was kept in the distribution center which made the most geographic sense. However, for large companies which had multiple locations, inventory was kept in more than one of ODPG's distribution centers. Each year replenishment orders represented about 69% of annual revenue. 3) General Inventory This represented thousands of common plastic parts that were used in a variety of industries. They were typically considered low value items. Inventory was held of these in every distribution centre in order for customers to order direct. Similar to the replenishment products, inventory levels were out of stock on some items, very low on others and excessive for other items. Each year general inventory represented about 12% of annual revenue. Operations Carver, categorized the stages of operations in the following way:

1) Pre-Production (for product category Custom Orders or when there were changes to Replenishment) This is defined as a specification review of the quotation by the engineering team, the procurement team and schedulingIf issues arose they would notify the sales department. If no issues, the quotation would beconsidered "verified" and it would move to the next stage called "Planning Que" where it wouldwait to become either a confirmed order (called a won opportunity) or a lost order (called a lostopportunity) 2) Planning Once a quotation became a confirmed order (a won opportunity) it moves from the "PlanningQue" to the "Planning Schedule". The first step of the planning schedule was an engineering verification, where the specificationsfrom the pre-production were checked against the specification from the confirmed order. Ifeverything was the same, the order would move to the next stage, called MRP (materialsrequirement planning). If there was a discrepancy between the pre-production verification andthe planning schedule verification, the order was placed "on hold" until the sales team resolvedthe issue with the customer. No order progressed until the pre-production verification and theplanning schedule verification matched 100%. Carver noticed that there were hundreds of jobs "on hold" and in speaking with the Sales Team;it was not common to advise the client of the status. At the MRP stage, the procurement requirements, operational information and scheduling tookplace. For the most part the MRP consisted of a combination of spreadsheets (for all schedules) as wellas some stand alone databases (built through Microsoft Access) for each different area. Forexample, purchasing had their own data base which provided all supplier contact information,history and generated a purchase order. However, it did not connect to any other platformbeing used. Similarly scheduling was performed manually using spreadsheets, updated on adaily basis. When the daily schedule was updated, the weekly schedule and monthly schedulewere automatically updated at that same time. Carver recognized that the schedule was usuallynot updated promptly so it was always a few days behind. Operational Information (called a Job Pocket) was eentered into an Access database and eachdepartment then used it as the job moved through the production plant. It was not uncommonthat the Job Pocket changed through the course of the production (information updated, orchanged).

Supply Chain

Procurement: Procurement was not centralized. Typically, procurement focused on 3 critical parts for the injection mold process: A) The resin pellets - These can come in many shapes, sizes and resins due to nature of the manufactured product - There were 11 primary suppliers (distributors) the company dealt with in Canada and over 27 secondary suppliers the company dealt with internationally; lead time varied as did inventory levels and it was not uncommon to have either too much or not enough pellets when jobs came up - The company did not deal direct with any manufactures of the pellets B) The mold die and colour - All dies were from steel and came from one specialty manufacturer in Hamilton, Ontario. C) Parts required for the equipment - Parts were ordered, as required from various distributors in the different cities of manufacturing (Lloydminster, Alberta & Sarnia, Ontario & Sao Paulo, Brazil) or distribution centres - There was no central inventory of parts although each plant or distribution centre seemed to have their favorite supplier to purchase from and sometimes kept buffer parts - It was not uncommon that machines went down due to parts and air shipments were made between the different plants or distribution centres to get equipment back up and working Logistics & Warehousing: - In the main manufacturing plants, warehousing of pellets for the main replenishment and general inventory lines were always held. However, it did not always mean they were in stock. Carver noticed there were constantly pellets of these products on order or too much of them - The inventory system used was a stand alone database with a barcode system based on Microsoft access. As raw materials (pellets) came into the warehouse , it was barcoded, data entered and then put away into the warehouse (it was not uncommon that there was backlog here with raw material left in the "work in process" area for days until it was put away) - The pellets were transported by dry bulk transportation. Although there were specially designed transport units (hoppers) ODPG standardized a few years ago to receive everything in cartons and on wooden pallets so they could put in their

warehouse racks. This standardization caused a significant up-cost as distributors had to re-package everything they sold from manufacturers. - Both manufacturing plants had access to both rail and road transportation direct to their facilities - All the distribution facilities were connected by an integrated inventory program so there was transparency between the facilities - Carver noticed, that many times the distribution centres would ship back and forth to each other to fill orders (as opposed to asking the main manufacturing plants for the order directly) 4) Production The production process was actually quite simple, consisting of the following steps (reference,Custom Part.Net Injection Molding): a) Clamping - Prior to the injection of the material into the mold, the two halves of the moldmust first be securely closed by the clamping unit. Each half of the mold is attached to theinjection molding machine and one half is allowed to slide. The hydraulically powered clamping unit pushes the mold halves together and exerts sufficient force to keep the moldsecurely closed while the material is injected. b) Injection - The raw plastic material, usually in the form of pellets, is fed into the injectionmolding machine, and advanced towards the mold by the injection unit. During this process,the material is melted by heat and pressure. The molten plastic is then injected into themold very quickly and the buildup of pressure packs and holds the material. The amount ofmaterial that is injected is referred to as the shot. The injection time is difficult to calculate accurately due to the complex and changing flow of the molten plastic into the mold. c) Cooling - The molten plastic that is inside the mold begins to cool as soon as it makescontact with the interior mold surfaces. As the plastic cools, it will solidify into the shape ofthe desired part. However, during cooling some shrinkage of the part may occur. The packing of material in the injection stage allows additional material to flow into the mold and reduce the amount of visible shrinkage. The mold cannot be opened until the requiredcooling time has elapsed. Ejection - After sufficient time has passed, the cooled part may be ejected from the mold bythe ejection system, which is attached to the rear half of the mold. When the mold is opened, a mechanism is used to push the part out of the mold. Force must be applied to eject the part because during cooling the part shrinks and adheres to the mold. In order tofacilitate the ejection of the part, a mold release agent can be sprayed onto the surfaces ofthe mold cavity prior to injection of the material. The time that is required to open the moldand eject the part can be estimated from the dry cycle time of the machine and should include time for the part to fall free of the mold. Once the part is ejected, the mold can beclamped shut for the next shot to be injected. e) Packaging & Delivery - once sufficiently cooled the finished product is packaged in standard cartons and held in the warehouse for dispatch. The warehouse had a weekly schedule (spreadsheet) for delivery to clients directly (for custom products) or to their distribution centres (for replenishment and general inventory). However, Carver noticed a large whiteboard which outlined each day's priorities. He found that the staff seemed to pay more attention to that then the weekly schedule, when it came to shipping. The whiteboardwas constantly updated by a member of the planning team, responsible for scheduling.

MINI CASE 2

Brenda Kim threw her hands up in the air and said "they lost another one"! She quickly typed a message to Michael Makinda on her iphone: "Mike, lost stock again in Oshawa DC...customer upset and Barry screaming...heads up"! This was going to be a long day and it was only Monday...Barry Silverberg, was the Director of Sales and he was going to lose it if another customer order could not be filled. She knew he would call her directly, even though he should speak to Mike or even Carver. Brenda Kim was the Logistics Supervisor for the facility in Winnipeg, Manitoba. Her job was to oversee the distribution centre which included both inventory and dispatching shipments to clients. She reported directly to Michael Makinda, the Director of Supply Chain Management. Although each Distribution Centre was important, Winnipeg informally acted as a hub for all other centres. The Distribution Centre in Calgary was primarily for the oil and gas sector; therefore their product lines were standard for the most part. They dealt mostly in what was called replenishment parts and were provided manufactured products directly from their Lloydminster manufacturing plant. Any overflow of parts seemed to end up in Winnipeg. The Distribution Centre in Oshawa, Ontario supports the automotive and industrial market primarily and received product direct from their manufacturing plant in Sarnia, Ontario. Unlike the Calgary Distribution Centre, the Oshawa Distribution Centre dealt with all three product lines, including Customs, Replenishment and General Inventory. The Winnipeg Distribution Centre, dealt with all product lines and supported the out of country distribution centres in Mexico, Trinidad and Brazil. However, anytime there was a problem, things trickled back to head office and Brenda found herself in the middle of issues despite it stemming from the Winnipeg Distribution Centre or not. Brenda was new to the role. Having graduated with her SCMP, she was able to do a term position and was then hired on permanently by Michael Makinda in March of 2017. At the time, being quite new she was anxious to get involved to help wherever she could. Unfortunately, that ended up meaning she would assist others with any issues they had, which for her was usually inventory problem or upset clients. It was not uncommon for the other facilities to contact her by text to either complain or place orders. She often wondered why no one used the integrated platform they used which they all had access to? Brenda recalled her meeting with ODPG's latest whiz kid, Carver Parks. Maybe he could help make some changes that would create less chaos in the future. Transcript of Zoom Meeting with Carver Parks, Michael Makinda & Brenda Kim (April 2020):

Carver: Hi everyone, thanks for accepting this meeting. We are certainly living in a new reality now, aren't we? Michael: You can say that again! Have you driven outside lately; it's like a ghost town - Brenda: Hey guys, sorry I might have to leave and come back. Ronan is down, but when he gets up...let's just say he need "mom's attention"! Carver: No problem, I have to tell you Brenda, I miss those days! Enjoy while you can - when they get older the only attention you get is when you open your wallet! Michael: Ha ha, Ok Carver how can we help you? Carver: Thanks Everyone. Look you have probably heard about our poor performance in 2019 right? Michael: Yes, I was speaking to Barry about it, and he filled me in. I gave Brenda and update as well. Carver: Great, then why don't we get started? Basically, I just want to do an exploratory session and find out some of the macro issues from your perspective, ok? Brenda: Sounds good, where should we start? Carver: Well, why don't you give me a list of the some of the issues that impact your day to day to reach your objectives? Brenda: Ok, sure. I think for me, my biggest issue is the hectic nature that everyone is communicating with each other. I mean, if we didn't have our phones, I'm not sure how we would talk as everything seems to be on text messages and it's always urgent so it feels like we keep jumping from issue to issue. I mean if Barry texts me, I must drop everything we are doing because a customer is upset, right? Michael: Carver, just to give you some ba ckground here, we actually do have a system which integrates everything, but it doesn't seem to be used to its full extent. Carver: Thanks Mike. Ok, when you say integrates everything what do you mean? Michael: Well, unlike most of our systems, the inventory system ties all the DC's together including the out of country ones. Believe it or not, we could tap into Sao Paulo's inventory right now for Custom, Replenishment or General. Carver: Sure Mike, I did hear that. But is it accurate? Michael: It's accurate but not updated; I think that is the problem. You know right now, we have at least 12 - 15 days of backlog of getting inventory on the shelves, right? That seems to be consistent with all DC's so usually what happens is at the end of every month we pay OT to get the stock off the floor. So usually at the beginning of each month we are caught up, but then as the month goes on, we fall back again. Bren, is that accurate?

Brenda: Yep, but I think it's more than that as well. We don't know when we are supposed to get inventory or how much, it just "appears" so we never have time to react. I mean there is a schedule, but it does not seem to be correct, so only when Kristin comes down from planning and changes our white board do, we really know what to expect. Then there are the customer shipments. I can't tell you how many times we are ready to ship something out, because Barry is screaming, and we are stalled because the shipping information is missing or incorrect. Sales and planning never care about shipping information, it's like they think it will magically appear on the Job Pocket. International shipping is a nightmare, no one truly understands it. But if the customer gets a late shipment, everyone hit's the roof. The other issue is... Carver: Ok, thanks Brenda. Let's try to take these one at time. Michael what do you think of what Brenda is describing? Michael: I hear it Carver, every day from Bren. We do well at cross checking specs for the product, so our quality control is good there, but related to information it's the last thing anyone thinks about, especially related to Logistics. In fact, that is why we purchased the inventory platform to begin with, in hopes that we could have some improvement. We are so customer focused, which of course I understand, but the integrity of inventory is always compromised. Carver: Thanks team. Ok do you think the other DC's are similar to what you are experiencing? Brenda: Not really, Carver. You see Calgary is basically supporting the oil and gas sector and they deal primarily with the Lloydminster plant. Many times, we don't even get involved in their orders or even pay attention to those. To be honest, the most time we hear from Calgary is when there is a part issue in Lloydminster and purchasing needs something ASAP. Oshawa is similar with anything automotive, so they deal directly with Sarnia. However, outside of automotive, they are a mess. Sorry, not trying to criticize, just being honest. Michael: No worries, Bren, you need to be honest here. Everyone has the same goal, and you are the ground floor so we appreciate your insight. Carver: Mike, I thought Suhani had each plant report profit? How does the DC do this? Michael: Yeah, that is how it's supposed to happen. Each plant sells to another. In theory we all support each other and then the customer. For example, if we have a large custom order for an agriculture customer in Winnipeg, they place an order with the Barry's team. He puts it in the system and then planning decides what manufacturing plant will produce it and what DC will eventually get it or if goes direct to the client. Let's say it's produced in Sarnia, ok? They sell it to us and then in turn we sell it to the customer. Makes sense right, but with this model it means that the manufacturing plants always makes money because they internally sell to either the customer or to us directly. The DC's sometimes get to sell high margin product but we hold on to a crap load of inventory. There's no accountability with manufacturing Carver, if they over produce, they end up selling it to us so they always look good and we look bad.

Carver: Would Barry agree Mike? Michael: Barry's biggest issue is the customer. He's said that in today's world the loyalty is gone and it's all about price, delivery and value added. The pressure he has from offshore competitors is intense. You can get injection mold products cheaper and quicker than we can do here from either China or India? Tell me how that makes sense? Everyone holds inventory now, that is an expectation of a customer not value added so he constantly must throw that in as a freebie and the client doesn't pay. Barry feels we need to really redefine our value proposition to the customer if we want to grow the business. Carver: For sure, and I think Barry makes some good points. But when I speak to him, he tells me there are some issues related to just getting general information? Brenda: That's true Carver. Our system provides data, but we don't interpret it well. Can you let me share my screen so I can show you this? Carver: Sure Bren, what are you showing us? Brenda: This is a data dump basically pulling information from our 3 DCs in Canada. This only represents a fraction of inventory, but it's for a few product lines. I understand it, but if I give a report to Barry, do you think he would? Michael: Carver, to try and help this problem we created a few trend graphs. We sent them to Barry but have not heard back. Brenda: I think Barry is to upset with getting things out the door to worry about graphs, Mike. Michael: Sure, I understand that Bren, he's the face of the customer, right? Carver: It's strange when I speak to production, they don't seem to feel there is a lead-time issue, and do you think there is? Michael: Carver, the issue is we get dumped on. Stock is coming in and out all the time, that's why our WIP area is filled with inventory to be shelved. You know, WIP is supposed to be product ready to go out the door. However, because we get so much inventory in, we cram it into the WIP area and then the product going on the door sits all over the place. Usually, we can't ship it because we don't have the information. Carver: Ok, lots to think about here. Let me get back to you on next steps. I want you to send those reports I want to look at them? Thanks.

Video Links To Help:

https://www.cbc.ca/radio/thecurrent/the-current-for-oct-8-2020-1.5754971/industry-has-known-for-decades-that-most-plastic-just-can-t-be-recycled-says-investigative-journalist-1.5755397 https://www.youtube.com/watch?v=X6HDcubgxRk https://www.youtube.com/watch?v=y78UVWd5PHE

TO USE THE ABOVE TWO CASEES, LINKS AND VIDEOS TO ANSWER THE QUESTION BELOW:

• I WANT TO KNOW the problem (or problems - for example, is it climate change, plastic in the ocean, fossil fuels, etc.)
• I WANT TO KNOW How does ODPG contribute to it (through the manufacturing of plastic)
• I WANT TO KNOW What ODPG WILL do to mitigate it (or can they)
• I WANT TO KNOW How this issue (s) impacts our entire supply chain, what is Circular Economy, and are what is the company doing about it.
• I WANT TO KNOW IF this involves Operations, Finance, or Sales and Marketing departments - do ODPG customers even care.
• I WANT TO KNOW your recommendation for moving forward (3 options based on impact and costs) In your answer, you need to research, so please provide any outside references you are using to put your report together.

THANK YOU