When Ashmark Corporation's biggest provider, Red Star Castings (Red Star), was made to declare bankruptcy, Ashmark had to develop and implement a contingency plan, while also appeasing its customers, who were growing increasingly impatient for their parts to be delivered. Since Red Star closed, Ashmark had been late on 200 units of production due to missing parts. Things were likely to get more difficult, particularly with the loss of key employees because of the stressful situation. Although this amount represented less than 1 per cent of the complete monthly shipments of the business.
As Ashmark looked to move forward, it would need to come up with a better sense of how to exactly manage supply chain risk. Brent B. Moritz is associate with Pennsylvania State University.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: August 17, 2015 PRODUCT #: W15357-PDF-ENG
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