A case of corporate turnaround

When Case Corp. started down the road toward a financial turnaround, it decided to focus on profitability rather than market share. Changes in transportation and logistics have promoted this new corporate mission and have contributed to the company's renaissance. Following the adoption of a res...

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Bibliographic Details
Published in:Distribution (Radnor, Pa. 1992) Pa. 1992), 1995-01, Vol.94 (1), p.30
Main Author: Buxbaum, Peter A
Format: Article
Language:English
Subjects:
Agricultural equipment and supplies industry
Case studies
Construction equipment
Construction equipment industry
Corporate turnarounds
Cost control
Customer services
Intermodal transportation
Inventory
Load
Logistics
Management
Manufacturers
Manufacturing
Product lines
Profitability
Supply chains
Turnaround management
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Summary:When Case Corp. started down the road toward a financial turnaround, it decided to focus on profitability rather than market share. Changes in transportation and logistics have promoted this new corporate mission and have contributed to the company's renaissance. Following the adoption of a restructuring plan in 1992, the construction and agricultural equipment manufacturer has had 6 consecutive profitable quarters, and 11 consecutive quarters of improved profitability. Logistics at Case involves transporting whole goods and supporting a sophisticated parts distribution apparatus. Cycle time had not been the deciding factor for whole goods transportation in the past, but with drastic inventory reductions, reducing cycle time became critical. Case has made a major shift to intermodal transportation. In addition, the company has pushed inventory up the supply chain to provide better customer service and has moved toward outsourcing non-value-added activities.
ISSN:1066-8489