Summarize the Case study given Below?

Case 9-1 Penner Medical Products Neil Bennett, warehouse manager at Penner Medical Products (Penner), in Rockford, Illinois, was concerned about rising costs and delays associated with shipments arriving from an important Canadian supplier. Ken McCallum, the general manager, had asked Neil to look into the situation and get back to him with recommendations. It was Monday, April 14, and Neil knew that Ken expected to see his plan by the end of the week. PENNER Penner was a medical supplies distributor and retailer, supplying small and medium-sized medical practices for more than 50 years. Company sales were $30 million and Penner employed approximately 120 people. Management expected a 10 percent increase in sales over the following five years. Penner sold a wide range of products, such as blood pressure gauges, tongue depressors, scalpels, and specialized furniture. Customers could purchase products either through Penner's five retail locations, all of them within a 200-mile radius of Rockford, or order directly from its central warehouse. The company took orders from customers either over the phone or through its website. Although Penner was a family-owned business, retirement of key family members resulted in the hiring of several professional managers to run the company. Ken McCallum had been with the company for less than one year and was anxious to exploit opportunities to improve profitability. Page 260 Penner's main warehouse was a 30,000-square-foot building, normally filled with merchandise in excess of $2 million. The warehouse was staffed by a manager, two receivers, two drivers for local deliveries to customers, two shippers, and two stock pickers, one of whom was also occasionally asked to drive the company's two-ton truck, the biggest delivery vehicle available. Warehouse workers were paid an average of $15 per hour. Neil Bennett started with Penner as a stock picker and was able to progress though the organization as a result of his effort and dedication. He was promoted to warehouse manager eight months earlier.