C&S Wholesale Grocers:

Self-Managed TeamsTEAM MEMBERS:

1) RENATA ROELAN 4) MAXMILLIAN CHEN

2) SISKA ARIYANTI 5) JUNG MIN LEE ( JADE)

3) CHANIPA SRISOMBOONKUL

Background Information

Founded in 1918 by Israel Cohen & Abraham Siegel

Business Area : Warehousing and Distribution

Company’s strength: Innovation and attention to customer service creating competitive advantage

WWII, Lester Cohen took the lead working for commissaries supplying grocery products on military bases

1958, Won Big D supermarket account, begin to have strategy to acquire larger supermarket accounts

Rick Cohen, grand child relocated the warehouse facility to Brattleboro

Early 1988, landed its biggest single account as the “Principal Wholesaler” to all of A&P stores in New England

Inbound Trucks

Receiver

Inbound receiving bays truckload

Unload pallet of inbound goods Receiving area for inspection by receiver

Forklift operators to designated pick slots

Selectors – load into pallet jack

Outbound shipping area Loader – shrink wrap each pallet

Supervisor for shipment audit

Place the pallets onto empty trailers

Drivers load pallet to trucks to destination

Warehouse Flow Chart

Inbound Warehouse Outbound

Company’s Problem

Signed big deal with A&P supermarkets

provide wholesale grocery services to all of its stores in New England

Facing challenges on serving large customers

• Operational costs• Shrinking margins• Quality control• CRM

Coordination• Too many supervisors and trainee selectors

Overcrowded workspace• Increase exhaustion prone to accidents high turnover lowering the quality

No accountability• Mistakes incur extra soft costs

Self-Managed Team

Group of employees (10-15)

Interdependent jobs

Take the responsibility

Autonomy

More opportunity for involvement

Self-control(more control over

the work)

CHARACTERISTICS

Self-Managed Team

Self-selecting rather than assigned

Power to remove any member for any performance-related reason

Compensation based on total team productivity & equally distributed within the members

Bonus quality accuracyDeduction from pay error

PRINCIPLES TO BE APPLIED IN C & S

External leader is recommended for self-managed team Despite the autonomous activities, decision making from higher levels in the organization is still necessary

Main skill Being in the middle of a managerial no-man’s land, managing the boundary between team & organization

holding accountable for the group’s performance

Four functions:

Relating ScoutingPersuading Empowering

Leader in Self-Managed Team

The Work of the External Leader

Cross-functional team Self-managed team

Cross Functional vs Self-Managed TeamBasic Diagram

Cross-functional team Self-managed team

A B C DEL ELEL

T1 T2 T3 T4 T5 T6

Cross Functional vs Self-Managed TeamImplementation Diagram

A B C D

What formation of self-managed team should it be?

Applicable Shift One Shift All Shift

Composition of Team Different Levels(Experienced x Junior)

Within Same Level(Experienced or Junior)

Formation of Team Cross-functional Organized by function

Questions

Timing for Implementation – Before or After the Peak Season?

Advantage Disadvantage

Before• More efficiency• Increase productivity• Able to fulfill all customers’

demand

• Smooth transition not guaranteed• Performance below expectation

After• More trials and errors• Could achieve higher improvement

level• Overwhelmed by high demand

during the peak season

Questions

One shift for initial trial

Different level

Cross-functional

Formation

After Peak Season- Resistance to the new system- Higher improvement level- Avoid disorder during the peak season

Timing

Recommendations

END.