royal printing and packaging company case study pdf

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The Royal Printing And Packaging Company

The Royal Printing and Packaging Company which has been around for 25 years and deal with multinational clients. The company can use these assets to advertise their name to exporting companies in the sugar and coconut Industry.

The removal of monopolies will allow more companies to engage business in these industries which would entail more possible customers. The company can advertise through the use of business cards which they currently produce. Another form of advertisement would be the use of word-of-mouth, using the many connections of Richard from the company’s previous clients.

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These modes of advertisement are not costly for these are already within the company’s current procedures. There would also be a large target market because of the removal of monopolies in the sugar and coconut industries.

The increase in clients, though, Mould entail an increase in complexity of running the company, which could lead to problems in terms of Joke’s capability as a new manager. The company could also choose to lower the price to attract the purchasing department of institutional buyers.

This strategy would highly depend on the selling price of paper set by the suppliers, meaning the maximum decrease in price the company can afford would also highly depend on the suppliers because majority of the production cost comes from the cost of paper. The company cannot lower the price too much without sacrificing their net income. In the long run, though, if the company is able to form stable contracts with institutional buyers, profitability would increase because of constant Job orders from these customers.

The company can also focus on the growing need for basic school textbooks, and other Job offers that only require I-color offset presses. The company will have an easy time implementing this strategy since this will only require to increase its sales, and in effect, its profitability. The only hindrance the company will encounter with this strategy is the number of competitors, but they would have an edge against other renting companies since they use premium machineries that produce one color quality printing and this could probably lead to getting more clients.

Another approach that can be adapted to increase profitability is to invest in multistoried machineries.

It is expected that it would result to a decrease in the production cost since these machineries would be capable of catering to greater complexity and varieties of Job orders in the long run. The time needed to finish Job orders would also decrease, leading to faster production of materials in demand. The acquisition of these assets would also give them a greater competitive edge compared to other companies, since most to their competitors only use I-color and 2- color printing presses.

However, purchasing these equipment require large amounts of money that the company may not be able to procure if current profitability is low. Obtaining a loan, however, in order to pay for these facilities could help ease payment terms. The company, in return, can pay back the borrowed funds once their clients have paid them for the services they obtained.

The group decided to use the following decision criteria. A. Increase in Profitability

Return of Investment C.

This strategy would not be very costly, as majority of the additional cost that the company would have to shoulder are those that are involved in buying shares of the sugar and coconut companies that would become their customers. If the company cannot handle the additional capital, especially the increase in paper that they would have to buy from suppliers, they can opt to loan money especially since they currently do not have any substantial liabilities. They can avail of the 3% cash discount offered by the suppliers and pay their debts as soon as their customer has paid for the Job orders.

Advertisements would not cost the company that much because they would be using methods that are already part of their current operations. The cost of investment is minimal, meaning it would take a short time for the company to earn the amount of money that was needed to cover the investments. It would be acceptable to the management because the machineries will not be sold and it would still be a profitable strategy. It would also be easy and inexpensive to implement this strategy because there would be minimal changes in the operations of the firm.

The strategy is possible to implement within the firm’s current abilities, and the strategy itself is quite flexible because the company can opt to find other customers as well. Implementation Plan The first thing the company has to do is to survey the local market for possible clients, giving higher priority to export companies.

There is a suspected rise in the number of companies exporting sugar, coconut, and products after the dismantling of the monopolies on these commodities The company should then create advertisements emphasizing the company’s existing multinational clientele, and 25 years of experience to entice possible clients. E company will incorporate these advertisements to the business cards and stationeries that they already manufacture, and give them out to their possible clients. After making deals with the company’s new clients, the company will then procure needed materials for new Job orders. If necessary, the company can take loans from banks to produce extra capital. The company can then avail the 3% discount their suppliers are offering, and then pay off their loans right after their clients pay for their Job orders.

Using this method, their loans will not gain too much interest, and hey will save some money with the 3% discount from their suppliers.

Rhea next best strategy to adapt if the first plan fails is to invest in multistoried machineries. The company will be able to increase their profitability because multistoried printers would be able to cater to more demanding Jobs, giving them a competitive edge since most of their competitors use one-color machineries. It would be hard for the management to accept this strategy because it is very costly, and in the first place, Jose actually wanted to sell the current assets of the company.

It would to be easy to implement this strategy because it would entail increasing the complexity of the production line, and it would also be very costly because of the money needed to obtain the new machineries, as well as the training of workers who Nil be using these new ones. The company can opt to loan money, and this would be easy because the company currently does not have any substantial liabilities.

The return of investment would be slightly slow because the company has to pay for a substantial amount of money, including the cost of the machineries, as well as the interest rate to the loan they acquired it they opted

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To Improve the Productivity of Printing and Packaging Industry –A Review

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Royal Printing and Packaging Company Essay Example

• Pages: 4 (1075 words)
• Published: May 9, 2017
• Type: Case Study

Royal Printing & Packaging Company: A Case Analysis Presented by GROUP 3 Franquelie Masangue Margerry Ann Noval Roxanne Margrete Oclarino Marvin Non Mariel Pamulaklakin Thyrd Penaflor I. Point of View We have chosen the perspective of Mr. Jose Baltazar, who is the new manager and son of the founder of the company. He plays the main role in the decision-making process to meet his own targets. However, his decisions are also discussed to his father. Present time in the case is 1989. Jose’s plan will define the company’s future and loose from previous disappointment.

II. Analysis of Case Situation A. Macroenvironment There were several prospects for the printing industry during the next ten years: 1) generation of business from elections, political stability and economic recovery, 2) on-going structural reform, 3) projected uptrends in value of production i

n the manufacturing sector which mostly served by local job and commercial printers, 4) local printers expect a bullish outlook from the service sector and 5) demand for basic school textbooks. B. Industry Due to demand in printing and publishing industry, competition is increased.

There are estimated 3700 printing establishments in the country of which 2700 are located in Metro Manila. And as of 1987, there are 15 BOI-registered firms. Credit term to buyers is from 30-60 days. Purchasing departments of institutional buyers decide on the printer according to the: 1) quality of work, 2) ability to meet deadlines and 3) quoted price. Paper comprises 70% of the total production cost. And suppliers grant 3% cash discounts if payments are made within 7 days. C. Firm The company recently depended on a few multinational drug companies. There are no substantial liabilities

and the machineries were bought first hand.

However, the company sales haven’t reached P1 million after being in the business for 27 years. The net margin in 1987 was only about 10% compared to the interest rate of 16% if the assets are invested in Treasury bills. Furthermore, selling the assets is not an option according to the father. III. Problem Statement How could the company increase their net income and reach P1 million sales? IV. SWOT Analysis A. Strengths The company has been in the business for 27 years. There are no substantial liabilities. They own first hand machineries that are still in good running condition.

The German brands of machineries basically last forever. In addition, Jose Baltazar graduated from a business school. And the market value of the two Heidelberg Offset sums to P2. 5M. B. Weaknesses In spite of being in the business for 27 years, the company sales haven’t reach P1 million mark. The company lost its client bank recently. And the net margin for 1987 was only about 10%. The net income is small due to large operating expenses. The miscellaneous expenses also increased drastically. Though Jose came from a business school, he just graduated a month ago.

What's more is his father didn’t agree in selling and investing the assets in Treasury bills. C. Opportunities Luckily, the demand for printing services will generally increase. The restoration of democratic processes will not only generate business from elections but will also help achieve political stability and economic recovery. There are projected uptrends in the value of production in the manufacturing sector which is 75% of the market being served by the local job and

commercial printers. Local printers expect a bullish outlook from the service sector. And the demand for basic school textbooks is expected to expand.

Paper suppliers grant 3% cash discounts if payment are made within 7 days and has credit term of 30 days. In addition, the Treasury bills’ interest rate is 16% on their time and the rate of exchange is roughly P20 to $1. D. Threats There were several threats that the company had to face. On-going structural reforms may remove price controls on paper supplies. The competition is tough between 3700 printing establishments in the country of which 2700 is in Metro Manila. There are 15 BOI-registered firms – which are exempted from local business taxes for some year period. The credit term to buyers is 30-60 days.

Thus: if a buyer will maximize the 60-day term, the company may not avail 3% discount on paper supplies depending on their current cash in hand. Furthermore, some of the equipment may exceed physical life soon. V. SWOT Matrix | OPPORTUNITYIncreasing demand for printing services| THREATTough competition in Metro Manila| STRENGTHGerman brand machineries basically last forever| Increase number of institutional clients| Advertise quality of machineries being used| WEAKNESSLarge operating cost| Reconsider small job orders to overcome high operating expenses| Find supplier that offers low price and reduce miscellaneous expenses|

VI. Alternative Courses of Action Since the possible marketing strategies we listed are wide-ranging, we have chosen to employ the evaluation method through the use of pros and cons. Here is the evaluation result: 1. Increase number of institutional clients Pros: * Increase sales and profit * Publicity of company Cons: * Increase in costs * Need to resort

in additional expenses 2. Reconsider small job orders Pros: * Increase sales Cons: * Increase in production cost * Increase in operating expenses * Increase in manpower 3.

Advertise quality of machineries Pros: * Lowest operation cost Cons: * Increase in sales is most uncertain 4. Find supplier that offers low price and reduce miscellaneous expenses Pros: * Lower operating expenses * Increase in net profit * Edge with competitors due to low price Cons: * Quality of product may be compromised depending on the new supplier VII. Decision and Rationale Jose Baltazar should transact with supplier that offers low price and reduce miscellaneous expenses since these holds the largest part of operating expenses.

Quality of product may be backed up with the ability to meet deadlines and quoted price. In addition, chose of clients will remedy the possible disadvantage. VIII. Implementation Plan A. List of Activities These are the step-by-step list of activities to be done by the company to be able to regenerate profits: 1. Canvas of new potential suppliers. 2. Determinate the root of increase in miscellaneous expenses. 3. Negotiate with the chosen supplier. 4. Start operation of input from the new supplier. 5. Market or sell to target clients. B. Resources Required 1. Manpower . Networks 3. Transportation C. Time Frame The printing and packaging service will still operate actively. The search for the new potential suppliers is urgent. And the determining the root of increase in miscellaneous expenses can be done during the whole planning period. Once these key factors are secured, the new production scheme will be directed. IX. Contingency Plan If the current strategy won’t work, the company’s contingency plan

is to increase number of institutional clients. The company will take advantage of the bright forecast for the printing industry.

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Study of the Deformation during Turning of Brass Sheets on a Two-High Mill by Rolling Methods and Computer Simulation

• PLATE ROLLING
• Published: 11 January 2022
• Volume 2021 , pages 1771–1776, ( 2021 )

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• R. L. Shatalov 1 ,
• A. S. Kalmykov 1 &
• I. M. Taupek 2  

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The quality of sheet billets for deep drawing must meet high requirements not only in terms of size and flatness, but also in terms of structure and mechanical properties. A fine-grained structure and a uniform distribution of mechanical properties over the thickness, length and width of rolled brass sheets allows rolled brass products to be used for deep drawing on stamping complex shaped products. One of the ways to decrease the anisotropy of the properties is to turn a sheet before the second pass. The effect of changing the direction of sheet rolling by turning on the structure and mechanical properties of brass L63 is studied on a laboratory two-high 150 × 235 mill. A computer simulation of the cold rolling process is carried out using the DEFORM-3D software package. A comparison of the simulation results with the results of a laboratory experiment on a sheet mill demonstrates the possibility of using DEFORM-3D to predict the stress distribution in the deformation zone in rolling depending on the metal forming conditions. The DEFORM-3D software package is found not to estimate the effect of changes in the grain size and shape on stresses during rolling with turning. The experimental results show that rolling of sheets with turning can decrease the anisotropy of properties, and the efficiency of rolling with turning increases when the reduction increases to 30–40%.

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Moscow Polytechnic University, 115280, Moscow, Russia

R. L. Shatalov & A. S. Kalmykov

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Shatalov, R.L., Kalmykov, A.S. & Taupek, I.M. Study of the Deformation during Turning of Brass Sheets on a Two-High Mill by Rolling Methods and Computer Simulation. Russ. Metall. 2021 , 1771–1776 (2021). https://doi.org/10.1134/S0036029521130267

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Received : 18 March 2020

Revised : 12 May 2020

Accepted : 27 May 2020

Published : 11 January 2022

Issue Date : December 2021

DOI : https://doi.org/10.1134/S0036029521130267

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For the first time Rosatom Fuel Division supplied fresh nuclear fuel to the world’s only floating nuclear cogeneration plant in the Arctic

The fuel was supplied to the northernmost town of Russia along the Northern Sea Route.

The first in the history of the power plant refueling, that is, the replacement of spent nuclear fuel with fresh one, is planned to begin before 2024. The manufacturer of nuclear fuel for all Russian nuclear icebreakers, as well as the Akademik Lomonosov FNPP, is Machinery Manufacturing Plant, Joint-Stock Company (MSZ JSC), a company of Rosatom Fuel Company TVEL that is based in Elektrostal, Moscow Region.

The FNPP includes two KLT-40S reactors of the icebreaking type. Unlike convenient ground-based large reactors (that require partial replacement of fuel rods once every 12-18 months), in the case of these reactors, the refueling takes place once every few years and includes unloading of the entire reactor core and loading of fresh fuel into the reactor.

The cores of KLT-40 reactors of the Akademik Lomonosov floating power unit have a number of advantages compared to the reference ones: a cassette core was used for the first time in the history of the unit, which made it possible to increase the fuel energy resource to 3-3.5 years between refuelings, and also reduce the fuel component of the electricity cost by one and a half times. The FNPP operating experience formed the basis for the designs of reactors for nuclear icebreakers of the newest series 22220. Three such icebreakers have been launched by now.

For the first time the power units of the Akademik Lomonosov floating nuclear power plant were connected to the grid in December 2019, and put into commercial operation in May 2020. The supply of nuclear fuel from Elektrostal to Pevek and its loading into the second reactor is planned for 2024. The total power of the Akademik Lomonosov FNPP, supplied to the coastal grid of Pevek without thermal energy consumption on shore, is about 76 MW, being about 44 MW in the maximum thermal power supply mode. The FNPP generated 194 million kWh according to the results of 2023. The population of Pevek is just a little more than 4 thousand, while the FNPP has a potential for supplying electricity to a city with a population of up to 100 thousand people. After the FNPP commissioning two goals were achieved. These include first of all the replacement of the retiring capacities of the Bilibino NPP, which has been operating since 1974, as well as the Chaunskaya TPP, which has already been operating for more than 70 years. Secondly, energy is supplied to the main mining companies in western Chukotka in the Chaun-Bilibino energy hub a large ore and metal cluster, including gold mining companies and projects related to the development of the Baimsk ore zone. In September 2023, a 110 kilovolt power transmission line with a length of 490 kilometers was put into operation, connecting the towns of Pevek and Bilibino. The line increased the reliability of energy supply from the FNPP to both Bilibino consumers and mining companies, the largest of which is the Baimsky GOK. The comprehensive development of the Russian Arctic is a national strategic priority. To increase the NSR traffic is of paramount importance for accomplishment of the tasks set in the field of cargo shipping. This logistics corridor is being developed due regular freight voyages, construction of new nuclear-powered icebreakers and modernization of the relevant infrastructure. Rosatom companies are actively involved in this work. Rosatom Fuel Company TVEL (Rosatom Fuel Division) includes companies fabricating nuclear fuel, converting and enriching uranium, manufacturing gas centrifuges, conducting researches and producing designs. As the only nuclear fuel supplier to Russian NPPs, TVEL supplies fuel for a total of 75 power reactors in 15 countries, for research reactors in nine countries, as well as for propulsion reactors of the Russian nuclear fleet. Every sixth power reactor in the world runs on TVEL fuel. Rosatom Fuel Division is the world’s largest producer of enriched uranium and the leader on the global stable isotope market. The Fuel Division is actively developing new businesses in chemistry, metallurgy, energy storage technologies, 3D printing, digital products, and decommissioning of nuclear facilities. TVEL also includes Rosatom integrators for additive technologies and electricity storage systems. Rosenergoatom, Joint-Stock Company is part of Rosatom Electric Power Division and one of the largest companies in the industry acting as an operator of nuclear power plants. It includes, as its branches, 11 operating NPPs, including the FNPP, the Scientific and Technical Center for Emergency Operations at NPPs, Design and Engineering as well as Technological companies. In total, 37 power units with a total installed capacity of over 29.5 GW are in operation at 11 nuclear power plants in Russia. Machinery Manufacturing Plant, Joint-Stock Company (MSZ JSC, Elektrostal) is one of the world’s largest manufacturers of fuel for nuclear power plants. The company produces fuel assemblies for VVER-440, VVER-1000, RBMK-1000, BN-600,800, VK-50, EGP-6; powders and fuel pellets intended for supply to foreign customers. It also produces nuclear fuel for research reactors. The plant belongs to the TVEL Fuel Company of Rosatom.

Rosatom obtained a license for the first land-based SMR in Russia

On April 21, Rosenergoatom obtained a license issued by Rostekhnadzor to construct the Yakutsk land-based SMR in the Ust-Yansky District of the Republic of Sakha (Yakutia).

ROSATOM and FEDC agree to cooperate in the construction of Russia's first onshore SNPP

ROSATOM and FEDC have signed a cooperation agreement to build Russia's first onshore SNPP in Yakutia.

Rosatom develops nuclear fuel for modernized floating power units

Rosatom has completed the development of nuclear fuel for the RITM-200S small modular reactor designed for the upgraded floating power units.