Global Reader is a 5 year old E-company that grew from $1 million in sales in the second year to $8 million in sales. They have created the industry’s first portable book reader that provides any book in four major languages. They have manufacturing operations for their hand-held devices located in India and the Dominican Republic to supply the western and eastern hemispheres.

You have become Global V.P. for Distribution and Logistics. Due to the global economic downturn, your CEO has tasked you with looking at the possibility of relocating your operations elsewhere. You know that in the last few years there have been increased kidnappings and robberies in Santo Domingo (due to increased drug-related problems) at the operation in the Dominican Republic. It has gotten to the point where your employees feel threatened by coming to work there. In India, with the down turn in the economy, your plant is the only one open in that area of Goa on the East coast of India. You are located right near the port. But as work has become scarce for people there in Goa, they have moved out, and it is difficult to find workers willing to work various shifts and transport shipments to the port. Your company does have another smaller plant in Mumbai, but lately there have been several bombings in that city by extremists and employees feel threatened.

Based on this information, what do you suggest to the CEO and why? Where should your plants be located? What cost-cutting can be accomplished while positioning the company for continued explosive growth? Create a step-by- step initial plan of action using bulleted points. Then write 2 paragraphs detailing your potential plans for production facilities/staff for the next three years

Based on the given information, I suggest the following plan of action for the CEO:

1. Evaluate the security situation in both Santo Domingo, Dominican Republic, and Mumbai, India. Consider consulting with security experts to gather accurate and up-to-date information on the risks associated with operating in these locations.

2. Conduct a cost-benefit analysis to determine the feasibility of moving the manufacturing operations to alternative locations. Consider the potential costs of relocating, such as infrastructure setup, hiring and training new employees, and establishing supply chain networks.

3. Explore alternative locations that offer a more secure environment for the manufacturing operations. Look for areas with a stable security situation and a conducive business environment.

4. Consider locations that have a sufficient pool of skilled and available workers. Conduct an analysis of the labor market and availability of workforce for various shifts.

5. Evaluate logistical advantages, such as proximity to ports, transportation infrastructure, and operational costs in potential new locations.

6. Based on the analyses, recommend relocating the manufacturing operations to a more secure location that provides a stable workforce and logistical advantages. This would ensure the safety of the employees and mitigate potential disruptions due to security threats.

In the next three years, I propose the following potential plans for production facilities/staff:

1. Establish a new manufacturing facility in a secure location that offers a stable workforce, such as a region with a low crime rate and a skilled labor pool. This would ensure employee safety and continuity of operations.

2. Invest in automation and technology to optimize production efficiency and reduce reliance on manual labor. This would help mitigate the challenges of finding willing workers for various shifts and reduce costs in the long run.

3. Strengthen vendor relationships and negotiate favorable terms to streamline the supply chain and minimize transportation costs. This could involve exploring alternative transportation modes, such as rail or waterways, to reduce dependency on overcrowded ports or road networks.

4. Implement risk management protocols to mitigate potential disruptions to the supply chain. This could involve diversifying suppliers, establishing backup inventory, and developing contingency plans for potential security or economic challenges.

By implementing these plans, Global Reader can position itself for continued explosive growth while ensuring the safety of its employees and optimizing operational efficiency.