Pacific Dunlop Essay

922 Words4 Pages
Pacific Dunlop China Case Study The Pacific Dunlop China case illustrates some of the challenges of growth and offshoring. The case primarily follows Steve Littley, an Australian ex-pat and Divisional Manager of the Beijing plant, and discusses many problems he faces in operating Pacific Dunlop’s Beijing clothing brand factory. Pacific Dunlop has operated in China for many years and has benefited from being an early enterer into the Chinese market. However, Pacific Dunlop and the Beijing factory are facing a major issue, executing the company growth strategy. Without changes, Pacific Dunlop’s aggressive growth strategy for China looks more like a dream than realistic plan. There are two major components that are causing this issue; problems managing the plant and problems with plan performance. The problems from managing the plant stem mostly from difference in culture and work styles. In this case, Littley is an Australian ex-pat who is trying to run a manufacturing facility in China. Both sides lack important information about each other and the learning process is slow and tedious. Culture, work styles, and language barriers are the primary causes for issues. The plant is lacking decision makers which are critical for the plant to operate efficiently and effectively. The management problem is further compounded by problems with the plant performance. The Beijing factory severely lacks any resemblance of an information system and suffers from a hodgepodge of machines that complicates the production system. These problems are closely intertwined and causing growth and development to seem almost impossible. When addressing these problems, we took several factors into consideration. The first, and most important factor, is that Pacific Dunlop is anticipating a significant growth in both sales and volume in the coming year. This does not provide the Beijing

More about Pacific Dunlop Essay

Open Document