Spartan building products case study please provide its analysis. identify the major problem and provide the recommendations to overcome it.

SIvey Publishing 9B15D009 SPARTAN BUILDING PRODUCTS P. Fraser Johnson wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Westem University, London, Ontario, Canada, N6G ON1; (1) 519.661.3208; (e) cases@ivey.ca, www.iveycases.com Copyright 2015, Richard Ivey School of Business Foundation Version: 2017-08-02 Liz Scott, logistics analyst for Spartan Building Products (Spartan), a building materials distributor located in Montreal, Quebec, had been asked by Paul Saxton, vice president, logistics and materials management, to prepare a report analyzing the company's logistics practices. Paul was especially interested in where changes could be made to reduce costs, improve company performance or accomplish both simultaneously se SCMN 4390 at Thompson Rivers University taught by Nancy Southin from January 11, 2021 to April 15, 2021 Use outside these nammaler sari - We spend a lot of money on logistics at Spartan especially in the distribution end of our business. Right now I am not at all satisfied that our area is performing as well as it could. Our delivery performance is getting better, but we still have a ways to go. What troubles me most, however, is that our costs are too high. I'm not sure if we should simply charge more for customer deliveries or take another approach. It was Monday, April 20, 2015, and Liz knew Paul did not want a report that simply summarized Spartan's logistics costs he was expecting Liz to offer specific recommendations on how to address the problems uncovered. Although Paul wanted the report in two weeks, Liz felt that she would easily need all of that time to analyze the information that she had collected over the past few days and to gather any additional data she might need