Product details

Superficially this case appears to address a planned Manufacturing Planning and Control (MPC) project. However, there is more to it than that. The case covers business and functional strategies in a company that is attempting to survive after a management buy-out (MBO) and which is a competitor in an industry which suffers from over-capacity, i.e. in 1994/1995 the market share of imported domestic ceramic products in the UK was 33% (an increase of 8% points in 5 years). At the detailed level the case encourages students to ask the question: what is a project rather than focus wholly on project management techniques. The case should also be a catalyst for a better understanding of the components and methodologies associated with MPC systems, but more importantly the contribution of MPC to operations and business strategy. In addition the case addresses organisational/structural and HRM issues; issues which are specific to ''Delamere'' of course, but which can also be generalised.