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Morrison

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UNIVERSIDADE ESTÁCIO DE SÁ
MBA EM LOGÍSTICA EMPRESARIA

Fichamento de Estudo de Caso

Maria Fernanda Mantovanelli

Trabalho da disciplina Logística Integrada e Operações de Comércio Internacional, Tutor: Profa. Maria Da Luz Iria Melo

Jundiaí
2016

Estudo de Caso :

A Empresa Morrison

REFERÊNCIA: HARVARD. STEVEN C. WHEELWRIGHT, PAUL MYERS. A empresa Morrison. Estados Unidos, 16 de maio de 2011.

A Empresa Morrison se especializou na produção de etiquetas RFID, também conhecidas como etiquetas inteligentes. A concorrência para atender à crescente demanda estava aquecida, a Morisson tentou agregar valor ao enfatizar sua capacidade de resposta e velocidade. A linha de produtos original da Morrison consistia em etiquetas inteligentes disponíveis em apenas dois tamanhos e formas. Suas etiquetas haviam sido projetadas especificamente para atender aos rigorosos padrões exigidos pela DEA (Agência de Combate às Drogas dos Estados Unidos) e algumas agências reguladoras dos Estados; em três anos, a Morrison havia adquirido uma participação de 30% no mercado de etiquetas inteligentes para a linha farmacêutica.
A empresa passou a produzir uma segunda linha de produtos para varejistas e enfrentou uma concorrência consideravelmente maior do que os produtos farmacêuticos, sendo que o preço neste mercado em recente desenvolvimento era um fator primário nas decisões de compra. Embora oferecendo inicialmente apenas uma pequena variedade de etiquetas padrão, até o final do primeiro ano a empresa começou a diferenciar suas etiquetas inteligentes através da personalização. Era oferecida uma escolha de cores, acabamentos e tamanhos adaptados ao cliente e até mesmo outras especificações para grandes encomendas. Como o custo das etiquetas RFID caiu, a etiquetagem dos itens no varejo se tornou cada vez mais popular.
O processo de fabricação envolvia 60 funcionários por hora. Robbins (Diretor da Empresa) considerou investir em um sistema de Planejamento de Recursos (ERP) ao lançar a empresa, mas concluiu que os custos de implantação eram superiores aos benefícios. Durante seu tour inicial na planta de produção, Breen (Diretor de Operações) notou a ausência de computadores e observou que havia listas de produção com as alterações escritas à mão perto de cada máquina. Marc Siegel, o gerente de produção da linha de varejo, explicou a Breen como ele e Al Robinson, que era o responsável pela linha farmacêutica, estabeleciam as estimativas mensais de produção. Começavam com as previsões de vendas do departamento de marketing. Com base em projeções de estoque e no conhecimento do que era necessário para produzir cada produto, determinavam as peças e a mão de obra necessária para cumprir as metas mensais. Em seguida, ambos desenvolviam independentemente planos de produção para os respectivos grupos de produtos. Finalmente, levavam em conta a demanda de pedidos para criar o cronograma de produção com base em um turno de oito horas durante cinco dias por semana.
Em seguida, a diretora de compras Amanda Cooper descreveu como seu departamento havia adquirido cerca de 240 peças padrão distintas e os suprimentos. Enquanto o grupo entrava na área de armazenamento de matérias-primas, Cooper destacou que destes, 165 peças e suprimentos representavam 80% do gasto total para as compras. Cerca de menos de 30% eram comuns aos dois produtos de varejo e farmacêuticos. Antecipando-se à próxima pergunta de Breen, Cooper observou como, por uma questão de política empresarial, a empresa procurou, pelo menos, três fornecedores para suprir cada componente. No início de 2011, no entanto, apenas cerca de 40% das peças estavam disponíveis a partir de três ou mais fontes. Outros 30% estavam disponíveis a partir de duas fontes. Os 30% restantes, incluindo seis dos circuitos mais populares, teve apenas uma fonte.
Breen também pediu ao Gerente de Produção para descrever seu dia a dia comum na fábrica, e enquanto o fazia, ela ouviu várias coisas que a incomodaram. Os funcionários recebiam sua atribuição no início de cada turno. Os supervisores muitas vezes consideram difícil especificar uma atribuição de tarefa para um trabalhador, especialmente se houver uma escassez de peças ou qualquer outro fator que interrompa o cronograma de produção. Durante todo o dia, os gerentes e funcionários coordenavam o fluxo de produção em toda a planta para maximizar a utilização da máquina e para acomodar desvios inesperados da programação.
Refletindo, as maiores preocupações de Breen eram em relação aos controles de produção aparentemente ineficazes e as ineficiências causadas pela escassez de oferta. Esta escassez representava especialmente um problema, sobretudo no que tange aos circuitos integrados. Uma recessão econômica prolongada manteve os fabricantes de chips impedidos de atualizar seus equipamentos, e não estariam preparados quando a economia retomasse seu crescimento e a demanda por chips aumentasse. Devido à escassez de chips, a Morrison entregou pedidos com atrasos de até 10 semanas após a data originalmente prevista.
A incidência de falta de estoque descoberta durante a triagem de peças mais do que triplicou nos últimos seis meses. Muitas vezes uma falta de estoque significava que alguns pedidos poderiam ser apenas parcialmente concluídos.
A empresa há muito se orgulhava de uma taxa de retorno consistente em ou abaixo de 1%. No entanto, pela primeira vez na sua história, no ano anterior, Morrison havia começado a enfrentar devoluções de clientes superiores a 3% das entregas realizadas. A maioria desses erros envolvia o conteúdo das entregas, ao invés de etiquetas com defeito. O tempo disponível de máquina por dia chegou a um nível mais baixo, e um dos gerentes de produção expressou suas preocupações sobre os problemas com a confiabilidade de uma das máquinas de fabricação de etiquetas.
Breen sabia que para competir efetivamente em face da crescente demanda, especialmente para a linha farmacêutica, a capacidade da empresa teria de aumentar. Máquinas adicionais não eram uma opção; simplesmente não havia espaço para elas. A adição de um segundo turno era uma possibilidade, mas provavelmente exigiria maior remuneração para atrair técnicos elétricos qualificados para trabalhar em horas noturnas menos desejáveis.
Em pouco tempo, a empresa Morrison tornou-se um importante player no mercado de etiquetas inteligentes RFID. Se as últimas semanas puderem ensejar qualquer conclusão, a empresa demonstrava uma trajetória de queda a menos que se pudesse identificar a fonte de suas dificuldades de produção e implementar mudanças para melhor posicioná-la em direção ao sucesso. Voltando ao seu escritório, Breen começou a pensar sobre seus próximos passos. Ela identificou várias questões que poderiam ser resolvidas no curto prazo para reduzir os custos e melhorar o desempenho da fábrica. Além desses ajustes, ela também percebeu que a terrível situação de Morrison exige mudanças mais substanciais, que demandaria investimentos de longo prazo na capacidade operacional da empresa.

LOCAL: Biblioteca Virtual
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