Question

please answer 3 question now

Saved Help Save & Exit Case Study: Supply Chain Trends Case Study: Supply Chain Trends The Do-Green Solar Systems case addresses challenges faced by a Canadian manufacturer as a result of the CUSMA trade agreement. As you read through the case, think abou the challenges, risks and complexities in changing their supply chain from North Americanto Internationalmarkets. Do-Green Solar Systems Taylor Douglas, VP of Do-Green Solar Systems, was evaluating the strategic position of the company. With the new Canada-United States Mexico (CUSMA) agreement in place and the uncertainty around future trade with the United States Taylor was pondering the future direction of Do-Green. Do-Green's History Taylor grew up in the family business. Established in 2000 Do-Green began as a family run electrical contracting company. Their core business focused on providing residential electrical contracting for new home construction as well as renovations and electrical upgrades to existing homes. As the business grew Taylor began to deal more and more with requests from customers for solar power options for their homes. Taylor realized that the market for residential solar power was growing, Supply agreement partnership attempts with solar component suppliers proved to be unreliable. It was at that point Taylor decided to purchase a facility to begin manufacturing solar power components for residential use. In 2004 Do-Green Solar Systems was formed. Do-Green was now involved in both the manufacture and installation of solar power systems for residential use. The business saw steady growth through 2006. Do-Green had established a lucrative business niche for itself Prev 1 of 1 HII Next 1 @ earch

Answer 1

Based on the case study, the three risks the company faces are-

1. Logistics and operational risk- Do-Green’s supply chain requires a multi-tiered supply chain system in contrast to the current system which is very simple. Currently, the products are loaded onto the trucks and they are directly delivered to Do-green’s retailers. This risk is an operational dimensional risk because inefficiencies might arise in the process of delivering the goods to the retailers at the right time.

2. Risk of control- In the present scenario, Do-Green has greater control in the entire supply chain system however if the company expands to international markets, the company would lose control of the operations and it would result in lack of visibility of the movement of goods. This risk too falls under operational risk because it involves information accessing and processing for operational efficiencies.

3. Risk of damages from natural disasters- The company might face loss due to risk of damage of the products during natural disasters such as flood, earthquake and other unpredictable incidents such as terrorist attacks, etc. This risk falls under dynamic dimension because they are highly unpredictable.

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