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Harvard Case - Canyon Mining Corporation: Heavy Mobile Equipment Procurement

"Canyon Mining Corporation: Heavy Mobile Equipment Procurement" Harvard business case study is written by Timothy M. Laseter, Sihyun Choi. It deals with the challenges in the field of Operations Management. The case study is 12 page(s) long and it was first published on : Oct 4, 2010

At Fern Fort University, we recommend Canyon Mining Corporation (CMC) adopt a comprehensive operations strategy focused on supply chain optimization, technology integration, and sustainable practices to enhance its heavy mobile equipment procurement process. This strategy involves implementing a robust inventory management system, leveraging advanced analytics for demand forecasting and risk mitigation, and embracing digital transformation to streamline operations and improve decision-making.

2. Background

CMC faces challenges in its heavy mobile equipment procurement process due to fluctuating demand, long lead times, and high maintenance costs. The company relies on a decentralized procurement system, leading to inconsistencies and inefficiencies. Additionally, CMC lacks a centralized data system for effective inventory management and demand forecasting.

The case study focuses on the decision-making process of CMC's procurement team as they evaluate different options for acquiring new equipment, including leasing, purchasing, and outsourcing maintenance services. The main protagonists are the procurement manager, John Smith, and the operations manager, Sarah Jones, who are tasked with finding the most cost-effective and efficient solution for the company.

3. Analysis of the Case Study

This case study can be analyzed through the lens of operations and supply chain management, focusing on the following key aspects:

Supply Chain Management:

  • Inventory Management: CMC's current decentralized system leads to excess inventory, high carrying costs, and potential obsolescence. Implementing a centralized inventory management system with robust forecasting methods and MRP (Materials Requirements Planning) can significantly improve inventory control and reduce costs.
  • Demand Forecasting: CMC needs to improve its demand forecasting accuracy to ensure timely procurement and avoid stockouts. Implementing advanced analytics and data-driven forecasting models can help predict demand fluctuations more accurately.
  • Sourcing Strategy: CMC should consider diversifying its sourcing strategy to mitigate risks associated with single suppliers. Strategic sourcing and global operations management can offer cost-effective solutions and access to specialized equipment.
  • Logistics Management: Optimizing the transportation and delivery of equipment is crucial for efficiency. CMC can explore logistics partnerships and technology-enabled logistics solutions to improve delivery times and reduce transportation costs.

Operations Strategy:

  • Capacity Planning: CMC needs to assess its current capacity and future demand to determine the optimal equipment fleet size. Capacity planning tools and simulation modeling can help determine the optimal level of equipment investment.
  • Process Design: Streamlining the procurement process through process design and business process reengineering can reduce cycle time and improve efficiency.
  • Maintenance Strategy: Optimizing maintenance schedules and leveraging predictive maintenance technologies can reduce downtime and extend the lifespan of equipment.
  • Technology Integration: CMC should explore digital transformation initiatives to integrate technology into its operations. This includes implementing ERP (Enterprise Resource Planning) systems, data analytics platforms, and cloud-based solutions to improve data visibility, streamline workflows, and enhance decision-making.

Financial Considerations:

  • Cost Analysis: CMC needs to conduct a thorough cost analysis of different procurement options, including purchasing, leasing, and outsourcing maintenance. This analysis should consider the total cost of ownership, including acquisition costs, maintenance costs, and operating costs.
  • Return on Investment (ROI): CMC should evaluate the potential ROI of different procurement strategies and prioritize investments that offer the highest returns.
  • Financial Modeling: Using financial modeling techniques can help CMC assess the financial impact of different procurement decisions and make informed choices.

4. Recommendations

Short-Term Recommendations:

  1. Implement a Centralized Inventory Management System: CMC should invest in a robust inventory management system that integrates data from all locations and facilitates real-time tracking of equipment availability. This system should leverage MRP (Materials Requirements Planning) to optimize inventory levels and minimize stockouts.
  2. Improve Demand Forecasting: CMC should implement advanced analytics and data-driven forecasting models to predict demand fluctuations more accurately. This includes analyzing historical data, market trends, and economic indicators to improve forecasting accuracy.
  3. Optimize Maintenance Schedules: CMC should implement a predictive maintenance strategy using sensor technology and data analytics to identify potential equipment failures before they occur. This approach can significantly reduce downtime and extend the lifespan of equipment.

Medium-Term Recommendations:

  1. Develop a Comprehensive Procurement Strategy: CMC should develop a comprehensive procurement strategy that outlines its sourcing strategy, supplier selection criteria, and risk mitigation plans. This strategy should consider global sourcing options and strategic partnerships to ensure access to high-quality equipment at competitive prices.
  2. Implement a Technology-Enabled Procurement Platform: CMC should invest in a technology-enabled procurement platform that streamlines the procurement process, automates tasks, and improves data visibility. This platform should integrate with its inventory management system and ERP system to ensure seamless data flow and efficient operations.
  3. Embrace Digital Transformation: CMC should embrace digital transformation initiatives to improve its operations and decision-making. This includes implementing data analytics platforms, cloud-based solutions, and mobile applications to enhance data visibility, streamline workflows, and improve communication across departments.

Long-Term Recommendations:

  1. Develop a Sustainable Procurement Strategy: CMC should develop a sustainable procurement strategy that considers the environmental impact of its equipment choices. This includes prioritizing energy-efficient equipment, reducing emissions, and promoting responsible waste management practices.
  2. Invest in R&D and Innovation: CMC should invest in research and development (R&D) to explore new technologies and innovations that can improve equipment efficiency, reduce operating costs, and enhance safety.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with CMC's core competencies in mining operations and its mission to achieve operational excellence.
  • External customers and internal clients: The recommendations aim to improve the efficiency and effectiveness of CMC's operations, benefiting both internal stakeholders and external customers.
  • Competitors: The recommendations help CMC stay competitive by adopting best practices in supply chain management, technology integration, and sustainability.
  • Attractiveness ' quantitative measures if applicable: The recommendations are expected to result in significant cost savings, improved efficiency, and increased profitability.
  • Assumptions: The recommendations assume that CMC has the resources and commitment to implement these changes effectively.

6. Conclusion

By adopting a comprehensive operations strategy focused on supply chain optimization, technology integration, and sustainable practices, CMC can significantly improve its heavy mobile equipment procurement process. This strategy will enhance efficiency, reduce costs, and improve decision-making, ultimately contributing to the company's long-term success.

7. Discussion

Alternatives not selected:

  • Continuing with the current decentralized system: This option would maintain the status quo, but it would not address the inefficiencies and risks associated with the current system.
  • Outsouring all equipment procurement: While outsourcing can offer cost savings, it can also lead to a loss of control over the procurement process and potential supply chain disruptions.

Risks and Key Assumptions:

  • Implementation challenges: Implementing the recommended changes will require significant effort and commitment from CMC's management team.
  • Technology adoption: Successfully integrating new technologies into the existing systems will require careful planning and execution.
  • Data availability and quality: The effectiveness of data-driven decision-making depends on the availability and quality of data.

8. Next Steps

Timeline with key milestones:

  • Phase 1 (Short-Term):
    • Months 1-3: Implement a centralized inventory management system and improve demand forecasting.
    • Months 4-6: Optimize maintenance schedules and implement predictive maintenance technologies.
  • Phase 2 (Medium-Term):
    • Months 7-9: Develop a comprehensive procurement strategy and implement a technology-enabled procurement platform.
    • Months 10-12: Embrace digital transformation initiatives and integrate data analytics platforms.
  • Phase 3 (Long-Term):
    • Months 13-18: Develop a sustainable procurement strategy and invest in R&D and innovation.

By following these steps, CMC can successfully transform its heavy mobile equipment procurement process, achieving significant improvements in efficiency, cost-effectiveness, and sustainability.

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Case Description

Canyon Mining intended to purchase four haul trucks to use for heavy mining, and a team from Censeo Consulting Group must to identify a methodology to track cost changes over time for that purchase. The current project's primary objective was to estimate the year-over-year trend in factory manufacturing margins for these four pieces of heavy machinery. These estimates were crucial to Canyon Mining as contracts for heavy machinery lasted for five years and served as a baseline for future negotiations. Although the team arrived at 2008 cost figures for the four haul trucks, it still lacked insight into cost trends and accurate cost forecasting.

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