Company B limited design manufactures and sells menswear in his own stores in Norway the company was founded 1974 and started with one store she's developed a chain of stores very soon by 1998 a chain had 10 stores mainly in Norway in 2010 there were 40 sauce still growing the company don't have a buffer stock in their stores and therefore needed to be resupplied from the main warehouse based on the sales generated on the former day so a system communicates with the main warehouse the state an item was sold and each morning the main warehouse processes
the order lists from each stores based on the previous day sales and he orders a picked packet and sent to each stores as appropriate do the fast growth of the chain the company had decided in 2010 to outsource the warehouse from the main office company therefore started to search for a third party supply for stability the first move we're finished two years later in 2012 the move to a warehouse in Sweden could solve the capacity problem and lead to a reduction operational cost although increasing the delivery time from the warehouse into the shop due to
frequent custom inspection by the country and changes in trade law of the European Union the warehouse in Sweden experienced some delays in spring 2013 their fur company B started to look for a new supplier preferably in Norway unfortunately the office can't find a suitable alternative and hired an external consultant called P till spring 2014 the consultant analyzed the value chain and performance and prepare the company for a second movement further growth at this day no working group or management team has been formalized for a second move so P is working on his own dialogue with
any other stakeholder is poor therefore two employees from Company B are attached to the project but they don't have previous experience about the warehouse moves and they are only allowed to communicate through P so dialogue with the company B doesn't really increase the organization remains poor the movement finally costs with eight days of postponed let's analyze the project results in 2014 first the project itself allowed a significant lead time reduction the new warehouse has enough space to increase the company's capacity picking errors were reduced the number of goods supply was creased to five times a
week the movement was delayed by eight days which is still acceptable regarding the lack of project organization so the project fulfilled his goal and was a success then let's analyze the project management there was no continuous communication among the stakeholders no effective project plan was set a lot of stress and frustration among all stakeholders and the human resource implemented in the project was not sufficient so the project management was obviously a failure but fortunately it didn't lead to protect failure and the company is still existing today let's wrap it up in the end it is
always better walk in Norway
