Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Authors: Stephen E. Weiss (York University)
Published in: 1995
Length: 13 pages
Data source: Field research

Abstract

First of a three case series (395-121-1 to 395-123-1), this case illustrates the communication and co-ordination challenges for a manager of having to negotiate both internally and externally to solve a problem. Tom Prescott, a procurement contract manager at ElGen Ltd. (disguised name), a Canadian subsidiary of US-owned ElGen, was responsible for locating an elevator for an industrial boiler that ElGen was constructing in Venezuela. Requests for quotes were sent out in early 1992, ElGen began construction of the boiler in April 1993, and in June ElGen Project Manager David Ryan insisted that award of a purchase order for the elevator was "very urgent". Ryan was increasingly concerned about completing the entire project on schedule. In July 1993, Prescott entered into final contract negotiations with Agio Toma (Venezuela). They proposed to complete installation on a date that was 2 months after the project deadline. This part of the case emphasises Prescott''s communications with Ryan over this issue.
Industry:
Size:
Parent - USD3 billion revenues, 26000 employees
Other setting(s):
1993-1995

About

Abstract

First of a three case series (395-121-1 to 395-123-1), this case illustrates the communication and co-ordination challenges for a manager of having to negotiate both internally and externally to solve a problem. Tom Prescott, a procurement contract manager at ElGen Ltd. (disguised name), a Canadian subsidiary of US-owned ElGen, was responsible for locating an elevator for an industrial boiler that ElGen was constructing in Venezuela. Requests for quotes were sent out in early 1992, ElGen began construction of the boiler in April 1993, and in June ElGen Project Manager David Ryan insisted that award of a purchase order for the elevator was "very urgent". Ryan was increasingly concerned about completing the entire project on schedule. In July 1993, Prescott entered into final contract negotiations with Agio Toma (Venezuela). They proposed to complete installation on a date that was 2 months after the project deadline. This part of the case emphasises Prescott''s communications with Ryan over this issue.

Settings

Industry:
Size:
Parent - USD3 billion revenues, 26000 employees
Other setting(s):
1993-1995

Related