Anderson, D. L. (2019), pages 57-61. Refer to the Case in the textbook for detailed information. Anderson, Donald L. (2019) Organization Design: Creating Strategic & Agile Organizations – the case is attached 
 Your completed case study should consist of:

Case summary
Identify the problem
Present several recommendations
Indicate their best recommendation
Provide some way to evaluate within a certain time frame

Submission Instructions:

Your case study should be in current APA style, including the title and references page. 
Complete and submit the assignment by 9:00 PM ET Sunday.

Case Study 1: The Supply Chain Division of Superior Module Electronics, Inc.

“Our biggest problem right now is that we are not working together. We are making stupid mistakes, and we know better,” admitted Carl Hoffman, senior vice president for supply chain operations at Superior Module Electronics (SME).

“This company looks nothing like the company that my grandfather started more than 50 years ago. We have performance problems that are keeping us from being competitive. Morale in the division is the lowest it has ever been, and we are endangering our reputation for putting out the highest-quality electronics in our industry segment.”

Superior Module Electronics creates power supplies, batteries, cables, and switches for large industrial applications. Customers of SME use their electronics components in high-risk industrial applications such as mining (minerals, oil and gas) and hazardous manufacturing (industrial gases, fertilizers, explosives). The company’s investment in research and development throughout its history has made it one of the highest-performing companies in its industry. In the past several years, revenues had been steadily rising while competitors reported flat to declining sales. Recently, however, profits at SME have declined and the company is poised to report its first quarterly loss since the recession. Customer complaints about quality have been mounting, and the supply chain division has come under increased scrutiny from the board of directors.

“If one of our power supplies has an electrical surge or it heats up or it causes a fire, it’s no exaggeration to say that there would be fatal consequences,” Carl stressed. “We distinguish ourselves by developing and manufacturing the highest quality products in our industry. We think it’s better to take a little extra time to make it right, because as my grandfather used to say, ‘If it’s not right, it’s wrong.’”

“Government regulations require that our customers adhere to very strict safety practices, and as a result, those same regulations impact us as well. We have to undergo rigorous testing of our products and provide independent data to our customers that certify that our products are safe for use in their environments. But last summer, we had to recall 46,000 power supplies that were shipped out over a 4-month period due to a quality defect in the assembly. There is a possibility that we may face a serious fine for failing to find the defect before the product was sent to customers. If that’s true, it will take a long time to regain our reputation and customer trust. Our CEO, my father Avery Hoffman, screamed at me for three hours,” Carl remembered. “I still can’t get to the bottom of whether the problem was with a supplier or our own internal manufacturing.”

“Our problems are self-imposed. I have a bunch of weak managers reporting to me. They bring all of their problems to me rather than sorting them out among themselves. They are supposed to be organized

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