I. Executive Summary
Acme Home Improvements Inc., founded in 1982 in Raleigh, N.C., has recently decided that an expansion into Canada and Mexico is essential. Acme currently has 125 U.S. locations with annual sales of $5,400,000,000 with $280,000,000 net income. Acme Home Improvements Inc. immediate expansion into Mexico City is in the interest of seeking greater profits and buffering against downturns in the U.S market. Acme’s Chief Operating Officer, has decided to sponsor the project to follow Home Depot and its other competition into Mexico City, allowing for additional revenue and international penetration. Acme Mexico City (AMC) has purchased a site in which the new location will be built and contracted CSL Project Management Corporation to oversee management and construction. Funding for this location will be $100000000100000 and it is to take no longer than 12 months to complete. The location will resemble Acme’s other locations with 100,000/sq. ft. of indoor space and 10,000/sq. ft. of additional exterior space for garden products. Since this will be Acme’s first venture into an international market, cultural differences will require a partnership with local advisors and contractors to supplement the team’s current knowledge and its current cross-cultural US-Mexico team. Buffers have been added to ensure that the project will follow the correct path and be completed on time and within budget. This plan will outline the responsibilities of CSL Project Management Corporation’s development of the Acme Mexico City location. Because Acme has created a strong scope, budget and timeline for AMC, it is crucial for CSL to develop a working roadmap for execution and completion. The plan will identify CSL’s responsibilities of obtaining permits, site construction, staffing, training and opening of the Mexico City location. I. Introduction
Acme Home Improvements Inc. (AHI) was founded in 1982 in Raleigh, North Carolina. Currently there are 125 locations along the East Coast stretching from Florida to Maine and it currently has $5.4 billion dollars in sales/yr. with $280 million in net income. In the interest of seeking greater profits and buffering against downturns in the U.S. markets, AHI has decided to penetrate international markets starting with Canada and Mexico. This will be the first international venture of AHI and they have partnered with CSL Project Management Corporation to oversee and manage the project from start to finish in Mexico City. The expansion and success of the project is the first step of AHI’s long term international strategy to compete with similar companies who have recently expanded internationally, such as Home Depot, Ace and Lowe’s. AHI has committed $10000000000 and outlined a project deadline of 12 months to the creation and success of the Mexico City location. An international market will pose certain cultural differences and CSL has decided to hire advisors and contractors to supplement the knowledge of the current cross-cultural team assembled. These unforeseen cultural issues can create additional time and expenses not otherwise planned; therefore the team has built several feeding time-buffers into the work breakdown schedule, at constraints along the critical path (Goldratt, 1998). According to Goldratt, these safety buffers will help to ensure that our project is completed on time. Our plan is to review CSL’s project organization, management, responsibilities, training and staffing plans. In addition we will review CSL’s critical structure plan, schedules and budget to show how the project is to be completed within the timeframe specified. II. CSL Project Management Corporation Management Organization CSL is currently trying to minimize their labor force to the project in Mexico City to ultimate trim cost from the budget. It has been determined that they would be able to operate fully and cover all management related issues with the three experienced and proven managers...
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