Confidential: Our Initial Decision To Locate Our China Opera

Confidentialour Initial Decision To Locate Our China Operations In Han

Confidential our initial decision to locate our China operations in Hangzhou was driven largely by the fact that our Chinese partners already had facilities there and the city’s proximity to the Qiantang River. We thought that the river access which led on to Hangzhou Bay would be sufficient to handle our shipping needs. As the production volume from the China plant has increased, we are seeing that significant savings can be had by utilizing container shipping companies such as the China Shipping Container Lines, a branch of the China Shipping (Group) Company. Most of the container shipping companies utilize ports in Hong Kong and Shanghai. While the Shanghai port is only 180 kilometers away from our current location, we are incurring additional logistical steps in shipping out of Shanghai. Currently, our products are trucked to a port on the Qiantang River and loaded into shipping containers. The containers are then loaded onto barges that make their way to the Shanghai port. The barges dock in Shanghai where the containers are offloaded and trucked to another area of the port where they are loaded onto the ships that will take them to their final destinations. Alternatively, we could transport the products by truck to the port at Shanghai where they would be loaded into containers and then directly onto the ships that will be taking them to their final destinations. However, the trucking companies, knowing that they are being used as an alternative to the local shipping companies to move the same products to the Shanghai ports, generally charge just as much as the shipping companies for the same volume of goods. We believe that the relocation of the China operations to the city of Shanghai will result in significant cost savings, will provide our operations with a more substantial urban infrastructure and will put us into a better position to market and ship our Chinese products throughout Asia and Europe. China Relocation Memo We have incorporated a move of the China operations to Shanghai within the next five years into the strategic planning of Riordan Manufacturing and Riordan Industries. Please begin drafting strategic plans for how such a move will impact your areas of responsibility and how your areas will facilitate the relocation. Week Two a. Develop the project scope statement and the project charter. b. Construct the work breakdown structure (WBS) in Microsoft® Project® 2007. c. Design the communication plan. 1) Identify the key stakeholder groups and their project information needs. 2) Create a table in Microsoft® Word summarizing what information will be produced during the project lifecycle, including a) status and issues reports. b) the target audience for each type of information. c) when each type of information will be available. d) how the information will be communicated. e) who is responsible for producing the information.

Paper For Above instruction

The strategic decision to relocate Riordan Manufacturing’s China operations from Hangzhou to Shanghai involves comprehensive planning and coordination across multiple organizational areas. This shift is driven by the potential for significant cost savings, better infrastructure, and enhanced market positioning within Asia and Europe. To facilitate this move, a detailed project scope, a structured work breakdown, and an effective communication plan are essential components of the planning process.

The project scope must clearly define objectives, deliverables, and constraints. The primary goal is to ensure a smooth transition that minimizes operational disruptions while maximizing logistical efficiencies and cost benefits. Deliverables include establishing necessary facilities in Shanghai, coordinating transportation logistics, and ensuring compliance with local regulations. Constraints involve budget limitations, timeframes of five years, and potential resistance from internal and external stakeholders.

The project charter formalizes this initiative, providing authority and accountability. It should specify the project’s purpose, stakeholder involvement, high-level requirements, and the project manager’s responsibilities. The charter acts as a guiding document to align all parties involved and to monitor progress effectively.

Constructing a Work Breakdown Structure (WBS) in Microsoft Project 2007 involves dividing the relocation process into manageable phases and tasks. These typically include planning, infrastructure setup, transportation arrangements, communication, and training. Each of these phases is further broken down into specific activities such as securing land, coordinating with shipping companies, staff relocation, and system migrations. The WBS ensures all critical tasks are identified, scheduled, and resources allocated appropriately.

The communication plan plays a pivotal role in managing stakeholder expectations and ensuring timely dissemination of information. Key stakeholder groups include project sponsors, senior management, operational staff, logistics providers, partners, and regulatory authorities. Their information needs vary—from status updates, risk reports, to compliance notices. For each stakeholder group, specific communication methods such as email, meetings, or reports should be designated, along with the timing—e.g., weekly status reports, monthly progress summaries, or immediate issue alerts.

A comprehensive table summarizing the communication plan articulates what information will be produced at each project phase, the target audience, delivery schedule, communication channels, and responsible persons. For instance, weekly status reports for internal management might be distributed via email, while coordination meetings with logistics providers may occur bi-weekly. Designating responsibilities ensures accountability; the project manager oversees overall communication, while team leaders handle specific information streams.

In conclusion, meticulous planning through well-defined scope and charter, detailed WBS, and a robust communication plan are critical to realizing the strategic relocation of Riordan Manufacturing’s China operations. These elements facilitate stakeholder engagement, resource management, and timely execution, ultimately leading to a successful transition aligned with the company’s strategic objectives.

References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
2. Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th ed.). Wiley.
3. Schwalbe, K. (2015). Information Technology Project Management (8th ed.). Cengage Learning.
4. Heldman, K. (2018). Project Management JumpStart (3rd ed.). Wiley.
5. Meredith, J. R., & Mantel, S. J., Jr. (2014). Project Management: A Managerial Approach (9th ed.). Wiley.
6. PMI. (2013). Practice Standard for Work Breakdown Structures. Project Management Institute.
7. Haughey, D. (2020). Developing an Effective Communication Plan. PMI. Retrieved from https://www.pmi.org
8. Schwalbe, K. (2018). Information Technology Project Management (8th ed.). Cengage Learning.
9. Oberlender, G. D. (2014). Project Management for Engineering and Construction. McGraw-Hill Education.
10. Leach, L. P. (2014). Critical Chain Project Management. Arstechnica Publishing.