Criteria #4 Case Question Develop a brief proposal for the production plan requested by Thompson. Discuss your recommended production strategy, assembly process, technology needs, and the benefits/drawbacks of your proposal.? War Eagle Golf Ltd. (WEGL) manufactures the Titanium Tiger (T?) driver, a $99 copycat of a far more expensive golf club from a well-known brand. The T' driver is manufactured at the company's small Opelika, Alabama factory and is shipped to major sporting goods retailers. WEGL uses a mass production strategy to gain economies of scale and high labor productivity. This strategy is coupled with a MTs assembly process, and goods are produced in anticipation of demand The company has experienced a sales slump over the last three quarters. In response, WEGL sent their sales team to the World Golf Expo, a major trade show. The goal of this trip to the Expo was to boost awareness of the T2, gain retailer feedback, and generate orders. The sales team set up a display booth and had plenty of literature to distribute. The trip wasn't successful from an order standpoint, but the sales team gained valuable insights from the Expo attendees. At a post-trip meeting, the following information was shared with WEGL executive managem Retailers said that having only one model available-a right-handed, 43-inch, 9-degree loft, steel shaft driver with a tacky grip-is like having a one-size-fits-all shirt. It doesn't fit many people well! That limits the market appeal for a product that customers are willing to spend higher amounts of money for a tailored product. Competitors at the event were offering semi-customizable clubs similar to the T?at a $149 price point. Options included right and left-handed clubs, three different lofts, three different grips, steel or graphite shaft, and six shaft length/flex combinations. A few retailers commented that sales would explode if WEGL could offer a variety of driver configurations at a $129 price point. Bruce Thompson, the company CEO, was intrigued by the customization angle. He liked the idea of a higher price and believed that the input component costs wouldn't be much higher Bruce Thompson, the company CEO, was Intrigued by the customization angle. He liked the idea of a higher price and believed that the input component costs wouldn't be much higher than the current model of the T?. "Let's get started right away," he said. "But that will add great complexity to our production and supply chain operations,"replied Butch Pearl, vice president of manufacturing. He noted that the company would now have to manufacture 216 different models based on all the possible configurations of club head, loft, grip, shaft type, and shaft length/flex options. "Creating a forecast will be a nightmare and we'll have to hold finished goods inventory of every model," he added. SCM203 Unit 7A Case Study Version 1.0 Page 2 of 5 triOS COLLEGE BUSINESS TECHNOLOGY HEALTHCARE "Well, Mr. Pearl, you'd better figure it out, replied Thompson. He went on to talk about the need for WEGL to adopt a more flexible manufacturing strategy. Our customers want clubs built to their game and we need to be responsive! Offering semi-customized clubs sounds like a great idea to me," he added. "If that is too much to ask, then I may need to think about outsourcing our manufacturing and your job!" "I want your production plan on my desk in one week," said Thompson as he walked out of the meeting