Do-Green Case Study
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Question 2
The integration and innovation work that was done in collaboration with local service
providers is one of the aspects of the Do-Green company that set it apart from its competitors.
For instance, the company chose to make an investment in an ERP system, which provided them
with the ability to increase output while also completely integrating the operations of ordering
and procurement. Increased transparency across the supply chain besides giving Do-Green a
competitive advantage against its competotors hence becoming unique. As a consequence of this,
Do-Green is in a position to be able to directly accept requests from stores for more product
stock thus increasing its sales volume and the Canadian market share. As a direct consequence of
this, they were able to decrease their raw material, work in progress, and finished product
inventories by a combined total of twenty percent. In addition, Do-Green has implemented lean
process integration across the board, touching every facet of their company operations. As a
direct consequence of the additional work that was put in, the capacity of the production was
boosted by 15%. Besides, such an innovation plan increased the service eeficiency of Do-Green
thus raising its customer satisfaction hence uniqueness. Following the full implementation of
these strategies, an additional thirty percent of capacity was made available. The turnaround time
for deliveries went from three days down to only one day, which is a reduction of fifty percent.
The purchase of a factory by Taylor with the intention of beginning production of solar
power components for residential use has also resulted in various forms of innovation. Because
of the seamless integration of their products as well as their innovative spirit, Do-Green is now
actively involved in the production as well as the installation of residential solar power systems.
At the beginning of 2009, Do-Green was able to make their wares available in 25 different
locations throughout the province of Ontario thanks to the assistance of a big home improvement
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retailer. As soon as customers were able to purchase and install their own solar power systems,
Do-Green transformed itself into a producer and distributor of residential solar power systems.
Do-Green was able to satisfy the growing demands of the company's output by purchasing a
manufacturing facility in the region that was of the medium size. Do-Green developed itself as a
manufacturer, installer, and reseller of residential solar power systems over the course of the
subsequent two years.
The final step was to include the slogan "providing a long-term energy solution and solar
generation." In addition to that, the company made a name for itself in the environmental
community with its many initiatives. Do-Green used a lot of unnecessary dunnage and packing
materials while shipping their products to retail distributors. These materials may have been
reused for another use. Taylor initiated the creation of a reverse supply chain when the Do-Green
manufacturing plant received the returned packaging and dunnage. The environmental awareness
of Do-Greens as well as its capacity to be sustainable were improved as a direct outcome of this
endeavor. This procedure, which included switching things about in the supply chain, resulted in
large cost savings, which were then utilized to compensate for the difference in exchange rate
that exists between the Canadian dollar and the US dollar at the present time. Third, the
utilization of innovation by the entrepreneur consistently provided him with an edge over his
rivals in the market.
Since the corporation had already established a strong reputation in the United States, this
development did not impede the company's ability to expand into other markets. As an example,
the vehicles left their facility and were immediately dispatched to retail shops in both Canada
and the United States of America. Systems with several tiers were required for foreign supply
chains to function properly. It would be necessary to take into consideration both a monetary
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issue as well as the possibility of theft of intellectual property. There were a variety of risks to
the supply chain that needed to be taken into consideration. Some of these risks were natural
catastrophes, acts of terrorism, and labor disputes. It's possible that the slogan will be "the
renewable solar electricity." This is because the company name and virtues points towards a
sustainable supply chain and use of green energy. Therefore, the company’s strategy of
sustainable development is reflected in this slogan.
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