Professional Documents
Culture Documents
I. Case Background
Engineer Godofredo Monsod, Jr., General Manager of Northern Container Corporation
(NCC), was taken aback by a letter-reply from a prospective new customer. His company has
been operating for only five years and is in need of new costumers with potentials of doing
business with them in a long-term basis.
NCC is engaged in the manufacture of general and sanitary tin cans, cooking oil filling
facilities and moulds and dies fabrication. Its factory and administrative office is located at
Valenzuela, Metro Manila.
Since its first year of operation, Engineer Monsod worked hard to make NCCs operation
at full capacity. The companys various departments are manned by a personnel complement of
323, growing by five percent annually.
The increasing number of employees is a result of the growing patronage of the
companys products by the costumers. Engineer Monsod felt, however, that the company needs
one more good costumer and their operation will be at full capacity. It was an October 1996 that
Engineer Monsod came in contact with the general manager of a newly established company, Mr.
Godofredo Tapiador, Engineer Monsod was able to convince Mr. Tapiador to order his tin can
requirements from NCC.
In January 10, 1997, NCCs production manager informs Engineer Monsod that unless
new production orders are received by his department, he will be forced to recommend the layoff of 12 workers of the factory. Five days later. 12 workers were indeed laid off.
It was January 25 that Engineer Monsod thought of making a follow-up of the agreement
between him and Mr. Tapiador. A letter was send to Mr. Tapiador on the same day. On January 28
Engineer Monsod read the reply of Mr. Tapiador. After a while, Engineer Monsod composed
himself and prepared to think hard about what happened and what possible remedies could be
worked out.
Sources: (Medina, R. G. (1999). Engineering Management. Manila, Philippines: Rex Bookstore.)
Opportunities
Threats
Economic
Socio Cultural
Internal:
Strengths
Weakness
Labor
Marketing
Cost (30%)
Risk (30%)
Total (100%)
ACA 1
13
25 (2)
ACA 2
25
20
54 (1)
ACA 3
15
21 (3)