Your supervisor, Dave West, urgently calls you into his office, just as youre putting on your coat to go to your sons first T-Ball game on Thursday night. Dave outlines the need for your help on an urgent request hes just received from manufacturing and marketing leaders for increased production. You already know that manufacturing operations have been shut down three times this month due to lack of supplier material and had no advanced warning of a potential disruption. Rob Barry, Vice President of Manufacturing, is extremely concerned knowing next month starts the launch of a new Premium A product. Early customer feedback indicates demand exceeding the current operating plan and Marketing would like to increase the plan by !5%. Rob has requested confirmation that all risks are being addressed and that hed like supply capability 25% above current plan. He has requested a summary review with his staff first thing Monday morning on the Risks for the new product launch and countermeasures planned. Hed also like your recommendation on if you can support the 25% capacity increase? Production Planning for Premium A Product: Month Production plan (units/day) Mfg. Request 4/2020 1200 1500 5/2020 2100 2625 6/2020 2800 3500 7/2020 3000 3750 8/2020 3200 4000 9/2020 3500 4375 Note: Mfg and supplier capacity was planned for 3500/day (2 shifts) with mfg capable of adding 3rd shift with 60 days notice. Dave, knowing you are a recent graduate from WSU, views you as one of his highest potential employees and recently assigned you to lead SC Risk analysis for NA Operations. He knows he can depend on you to provide a thorough review that he can present on Monday. Hes asked you to summarize your recommendations with a one-page document (Executive Summary) and 3-4 pages of backup documentation that he can review over the weekend that recaps your approach to mitigate the current issues (production disruptions, new product introduction and request for added capacity). Hes also asked you to look at the current sourcing strategy. Hes asked Should we continue to engineer and source all products with pay on ship while maintaining a 3 day buffer for all parts at the mfg plant? Dave has been very concerned about the launch of the new Premium Product and asked you to analyze supplier readiness with your team. Your analysis included a deep dive of the non-US based suppliers. Initial findings have discovered: 13 Tier 1s in central MX, with heavy dependence on Mexican Tiered suppliers 17 Tier 1s in Asia (all in China, Japan, Vietnam and Malaysia) 3 Tier 1s in Manila Philippines (computer processors that could be flashed at Mfg Plt) 1 Tier 1 in Caracas Venezuela (low dollar non-engineered partremote area) 12 Tier 1s in Canada, of which employees for 4 suppliers are represented by Unifor and ships weekly by rail 3 Tier 1s in UK, that the SC team failed to order parts from a new supplier and has just begun expediting parts by air to support final pre-production builds. (Normal mode is to be by sea). Balance of parts have been sourced in the US and viewed as low risk. Recent Disruption Root Cause Analysis: The most recent supply disruptions were result of: - Transportation failure (flooding in Arkansas), - Supplier in Ohio who refused to ship due to financial constraints - Supplier continues to short ship requirements with no notification . 1. Develop a simple matrix that identifies 8-10 risks that should be evaluated. Rate each risk element (high-medium-low). 2. Based on your matrix analysis, identify the three highest risks and propose countermeasures to lessen those 3 risk. Justify your selections. Leverage tools/strategies we discussed in class. 3. State your assumptions and references 3. Summarize your analysis with a one page Executive Summary, that Dave can use in his meeting on Monday with the Rob and his manufacturing leadership.