A U.S.A located China Sourcing Group, which had expertise in the premium and present commodities, in the year 2004, developed a sourcing office in Shanghai. The Shanghai office was responsible for sourcing sellers not only in China but also in southern Asia. In quadrupling China Sourcing Group's sales over the following four years, it played a major role.
Regardless of its contribution to the group, the Shanghai office confronted a major issue of late deliveries that were regular, notably of innovative goods that were developed from the scratch. In year 2009, as the Shanghai management group re-evaluated the efficacy of the sourcing office, it concluded that something had to be carried out to boost the punctuality of that office's deliveries. What should the Shanghai office do to improve the specific situation?
PUBLICATION DATE: July 06, 2011 PRODUCT #: HKU931-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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