Nucor Corporation Issues

3/ What is your recommendation regarding Nucleon’s long-term manufacturing strategy? What should this company look like in 10 years (e.g. an R&D boutique, an R&D boutique with pilot scale manufacturing capabilities, or an integrated manufacturing enterprise)?

Research & Development: We will concentrate our existing product line into the Low End and Traditional segments. The traditional product will migrate to the Low End segment. The High product will migrate to the Traditional segment. During the early years we will migrate (gradually) our Performance and Size segment products to the Traditional segment. We can also introduce a new product to work in the Traditional market.

Nucor Corporation with 24 plants/divisions and 8,000 employees, operated in nine states recycling more than 10 million tons of scrap steel annually. Producing carboy and alloy steel in bars, beams, sheet, and plate; steel joists and joist girders; steel deck; cold finished steel; steel fasteners; and metal building systems, the corporation was known as the most modern and efficient, having streamlined organizational structure,

There are many competitive forces that are affecting Nucor Corporation. Some of the primary ones are the market size, number of rivals, and pace of technological change.

Nucor has been facing many industry challenges including the overall development of the industry. They are competing with foreign firms on cost and efficiency. Nucor has a low cost strategy because as they say their product is not necessarily very attractive. It does not have attractive or unique selling features other than its cost. The commodity of steel is in a very competitive market. Nucor understands that innovation and productivity are going to be key factors to keep their buyers satisfied with their prices. Nucor is facing many challenges with a growing world market and many of their competitors merging in order to create stronger more dominate

The core strategy of Nucor is that of cost leadership via the use of technology. Through innovation and the use of high quality technology to process their steel, Nucor was able to achieve this cost advantage.

The challenges faced by Nucleon, Inc. present more of an issue with how to take full advantage of an opportunity in front of them, rather than a problem that poses a threat to the company. As a company in its early stages, only putting out its first product, it is critical that it is done in a manner that allows the budding firm to grow. The main issue here is determining the most effective means by which they are to manufacture and market their first product, CRP-1. Doing so requires in-depth evaluation of three strategic options, all with their own benefits and potential risks. The problem statement, therefore, is as follows:

2. The previous NCOER NCOIC departed unexpectedly two months ago due to a compassionate reassignement, and he was out the majority of the previous sixty days prior to his departure due to medical and personal issues. As such, the corrections the battalion CSM required on the NCOERs were not done and the NCOERs were not processed in a timely fashion.

We should make heavy R&D investments in CPRA product line to improve the quality index and also nyc2 needs to invest in marketing budget to create CPRA brand awareness. Nyc2 can benefit for economies of scale and scope in later phases of value creation by adopting global brand strategy, operational efficiencies to improve select rate. In addition, nyc2 needs to secure its sales, advertising investments for the EPRA and HPRA products, so that constant cash in-flow coming to nyc2 and its not solely reliant on external debt-financing for CPRA R&D

What changes (if any) would you recommend Dr. Durand make in CompuCo's global NPD strategy and organizational capabilities to ensure that it can achieve its worldwide NPD objectives?

Also, Nucleon is mainly a R&D firm and lacks core competencies and capabilities to support large scale manufacturing. As discussed earlier, the changes in organization required to pursue large scale manufacturing for the first time with no significant skill sets, manufacturing know-how and experience can pose a very high risk and detrimental impact on Nucleon’s long term success. Licensing with a proven partner will be a low risk and safe strategy in short term.

Upon Review of Nucor Corporation’s current findings, analysis of internal strengths and weaknesses, as well as a comparative analysis at the industrial level of the steel industry, the following includes a summary of findings and recommendations for Nucor Steel Corporation:

The Nuclear Metals Incorporation or the Starmet Corporation is located on a 2229 Main Street in Concord, Massachusetts. The site produced depleted uranium products for armor piercing ammunition. They also created metal powders for medical applications, photocopiers, and specialty metal products, such as beryllium tubing for aerospace needs. From1958 to 1985, the holding basin that contained all the industries waste such as depleted uranium and copper was unlined, which caused issues.

Nucor Steel is one of the major steel producers in the world and a market leader in America that is facing a threat of competitive pressures from potential international players.

In order to sustain its competitiveness and profitability, Nucor shall consider going global. Generally, the criteria needed for Nucor to go global are intellectual capital, psychological capital and social capital.