Case Study $$ ABC Company $$ Acting like Alex Rogo $($The Goal$)$

You have joined as the Operations Manager of a large multinational company ABC Company that produces products for the Textile industry. Your company is a key Tier $1$ supplier to the manufacturers of garments and footwear for leading brands.

Your role requires you to take care of the operations of two manufacturing plants situated in Bangladesh. One of the two manufacturing plants is an upstream, captive manufacturing plant for a key intermediate for the products produced by the company. The other one is a customer$-$facing manufacturing plant, i$.$e$.,$ produces finished goods that is then sold to B$2$B customers who use the products to manufacture garments and footwear. You have been with the company for a month and are trying to get to grips with the situation in the Bangladesh operations.

The operations in Bangladesh have a long history of problems with poor business metrics across the board. You have been told that your key KPI in the next $3-12$ months is to get the operations back on track, but by taking an end$-$to$-$end view of the business. You are part of the country leadership team and report to the Managing Director.

To begin with, you chart out a plan to review metrics and numbers that are drawn out of your previous experience. You also realize that this company $$ ABC Company $$ has huge strengths in the area of access to lots of data. You also have access to a bright young team member who has the skills to quickly put together various analysis of metrics and indications across the business. In a week, you are given a full report that has the following details for the customer$-$facing plant manufacturing finished goods. $95\%$ of products sold to customers are manufactured in$-$house, hence you decide to focus on those.