1) Introduction
Throughout National Cranberry Cooperative (NCC) case, we know that there are some problems in Receiving Plant No.1 (RP1). At the intro part of the NCC case, vice president of operation at the NCC, Hugo Schaeffer said “……our overtime costs were still out of control this fall, and the growers are still upset that their trucks and drivers had to spend so much time
1) INTRODUCTION
The National Cranberry Cooperative case present the production and operation problems faced by plant processing berries in the USA, in the seventies.
- PRESENTATION OF NCC & THE CRANBERRY INDUSTRY
As volume of the harvested berries increased, problems arose in the transformation of those berries into saleable products. This was the case in NCC’s receiving plant n°1 (RP1).
II. Temporary Holding
After the process berries were weighted, sampled and finally color graded, they were finally moved to one of the five Kiwanee dumpers which had rapidly moving belt conveyors. The berries were taken to one of the 27 temporary holding bins (bins 1-24 held 250 bbls. and bins 25-27 held 400 bbls. each) which were controlled from a central control panel. Although it usually took
Water-harvested berries were held in bins 25-27, and bins 17-24 held either wet or dry berries. Since water harvested berries did not need destoning, they went straight towards one of the 3 dechaffing units (holding up to 1500 bbls. per hour each). Then, these wet berries were taken to the drying units at different rates for those expected to be loaded into bulk trucks (200 bbls. per hour per dry
관리
현지법인의 조직구성을 보면, 실질적인 경영자는 현지인 사장이며 하부조직은 생산, 관리 및 R & D 등으로 구성되어 있다. 현지인 경영자는 시장 확보를 통해 매출 증대를 도모하고 종업원 육성 및 기술도입 등을 주도적으로 추진하는 역할을 담당하고 있다.
합작투자시의 역할을 보면 한국 측은