Prepared for: Created By:

Dr. Kathryn Tria Daniella Jae E. De Guzman

MBA 245 Business Policy & Uratex Philippines

Strategic Management
 Uratex’s business strategy is founded in their own vision statement “To be
the number one foam company in Southeast Asia in terms of customer
satisfaction, quality, market share, technological advancement and commitment to
world-class excellence. We intend to attain this vision through teamwork,
innovation and total quality management. We intend to satisfy customers through
quality products that are competitively priced, delivered on time and developed
through close coordination with our customers”.
The RGC Group of Companies with their vision statement continue to
expand their manufacturing capabilities with manufacturing plants in Muntinlupa,
Marikina, Cavite, Camarines Sur, Bulacan, Cebu, Pangasinan and Davao. Further,
they have diversified from manufacturing foam products to fabrics, plastic
furniture and automotive parts like radiators, leaf springs and mufflers and
microwavable food containers.
STRENGTH
S
Localize Production, Organizational Chart Structure, Good network for benchmarking, Hustle
people, Adaptive, Visibility of Supply Chain Network, Power to recommend improvement for the
company.

WEAKNESSE
S
Unattained CSL/ISL, Responsivess-Lead time, Reactive Planning, Lack on updates on Policy and
Process, Execution of process and non-compliance of policy and inefficient planning due to
inaccurate inventory.

OPPORTUNITIES

Increased market share for pillows, premium and sofabed, nearest to market and applying
integrated supply chain solution.

THREAT
S
Diversion to brand competitor, Lack of global outlook, Logistic problem for imported materials.
Base on SWOT analysis, I would like to focus in addressing the following:

Critical Issue General Strategy P&P Number

Drive profitability via Build 3-year Capacity P&P No. 1

continuous improvement
of ROIC.
How quickly we respond
to the customer, such as
lead-time reduction
Weak Supply Chain
Processes, PPIC,
Manufacturing execution
and Logistics process. -
Reactive Planning
Weak up-skilling of
training specially
onboarding of newbies
Lack of global outlook
build-up plan - Supply
network
Regional Expansion of P&P No. 2
Customer Heijunka
Establish Culture of P&P No. 3
Accountability
Re-invent standards, P&P No. 4
train, audit, reinforce
Future of Supply Chain P&P No. 5

Drive Profitability via continuous improvement of ROIC.

3 years Supply Plan Network and Supply Chain Localization.

BACKGROUND: Reviewing capacities 217 LINES base on plant/regional growth demand for
the next 3 years. Increase capacity proposals for lines with machine utilization of more than 85%
and supply chain localization projects to improve supply network.
OBJECTIVE: Establishing regional line capacities, supply chain network activities with the
objective of supporting 3-years sales forecast through define supply plan network.

ACTIVITIES TIMELINE PIC

Receive the 3-year Sales Oct 2025 Corp. FPR
forecast from finance
Explode FG forecast into Oct 2025 Supply Chain
critical material requirement
for the next 3 years.
Plot and review current line Nov 2025 Supply Chain
capacity inline on the 3 years
demand.
Recommend and Q1 to Q3 2026 Supply Chain
Implementation of supply
network improvements and
increased capacity proposals.

RESOURCES NEEDED:
1. 3 year Sales Forecast
2. NPI Work Plan for the next 3 years
3. Established Line Capacities on each plants

EXPECTED RESULTS:
Customer Service Level of 98.5%; Capacity Utilization of 85%
 Revamp of route-to-market model/distribution map/model.

Regional Expansion of Customer Heijunka

BACKGROUND: Establishing new measures which help to improve our customer experience -
OTD, F2D Compliance and RPS/F2C compliance. Establishing "Boulangerie" fix delivery
schedule to customers aligning on their needs to create a smooth workflow.
OBJECTIVE: Establishing customer stock plan, and the idea frequency of replenishments in a
week.

ACTIVITIES TIMELINE PIC

Reviewing of OTD lead time Q4 2025 Supply Chain
of each plants
Applying Heijunka Principle Q1 2026 Plant
on the low performing plant
Implementation and weekly Q1 2026 Supply Chain & Plant
 review of activities
Reviewing of OTD lead-time Q4 2025 Supply Chain
of each plants

RESOURCES NEEDED:
1. OTD Report
2. Flight Schedule Agreement
3. Agile Team - CS, Sales, Logistics, PS and SC 

EXPECTED RESULTS:
Improvement OTD lead time of 4.6 days (improvement of 5 to 10%)

Regional Expansion of Customer Heijunka

Order to Delivery Leadtime Competitor Review

Take away:
Average lead-time declared by competitors on their website is around 3 to 7 days delivery lead-
time within metro manila. And 5 to 21 days for provincial areas.
Drive profitability via continuous improvement of ROIC

Slow Non-Moving Disposal and Preventive Workstream

BACKGROUND: The challenge with having slow-moving inventory is that it physically eats
up space and ties up capital, which can impede cash flow and thus impact company. Minimizing
slow moving inventory leads to positive cash flow and better ROI.
OBJECTIVE: to boost our company’ financial health by reducing and preventing additional
SNM Inventories.

ACTIVITIES TIMELINE PIC

Review an Update SNM Q4 2025 Supply Chain
Inventory List
Analyze causes of SNM Q1 2025 Supply Chain
inventory
Create a short- and long-term Q1 2025 Supply Chain
program and identify
workstream projects
Implementation and periodic 2026 Agile
audit
RESOURCES NEEDED:
1. Current SNM Inventory list
2. Agile team of disposal - of all BU
3. Periodical Review Setup per plant and Business Unit
EXPECTED RESULTS:
1. Established Preventive Policy for SNM
2. Reduction of 50% for the total SNM Inventory
Supply Chain Communication Plan

Scale-up the S&OP Cycle Periodic Review

BACKGROUND: SC communications plan entails a detailed plan (from beginning to end) for
delivering our strategic message to our stakeholders as a way to drive our targets for every
business unit.
OBJECTIVE: To create a dialogue among key stakeholders and review performance.
Strengthen the linkages in the organization and established single game plan for all operating
departments.

ACTIVITIES TIMELINE PIC

Identify the purpose of SEPT 2025 Supply Chain
communication and audience
Plan and design the message Q4 2025 Supply Chain
and medium to use
Supply Chain Dashboard
Virtual Meetings
Implementation of Y2026 Supply Chain
Communication Plan

RESOURCES NEEDED:
Google Workspace - Gmeet, Site
Agile Teams - Sales, PPIC, Purchasing, Marketing, CS. Logistics
EXPECTED RESULTS:
CSL = 98.5%; Inventory Days = 15.85(FG) / 9.2 (SFG) /117 (RM)
Establishing Reliable One (1) Number and Future of Supply Chain

Automation of Demand Forecasting and Supply Chain Analytics

ACTIVITIES TIMELINE PIC

Established Processed for Q1 2026 Supply Chain HEAD
Demand Forecasting and
Supply Chain Management
Training to used 2019 Excel Q1 2026 Supply Chain MIS
forecasting and Power BI
application
Implementation and Progress Q2 2026 Supply Chain
update

RESOURCES NEEDED:
1. MS Office 2019 Licensed and Power BI Licensed
2. Forecasting and Power BI Training
EXPECTED RESULTS:
Forecast Accuracy or Attainment of +/- 20%
Establish Culture of Accountability

Continuous Trainings for Supply Chain Systems

BACKGROUND: Set training for newly hired PPIC Continue developing modules for PPIC.
Sustain the PPIC Summit Program for engagement and peak season planning among PPIC.
OBJECTIVE: To Develop Team Members and Set the standards, train, audit, reinforce.

ACTIVITIES TIMELINE PIC

Identify and profile the Q4 2025 Supply Chain
attendees
Create modules and training Q1 2026 Supply Chain
plan for PPIC and Virtual
Summit
Implementation and 2027 Supply Chain
Reinforce thru E-learning
Modules

RESOURCES NEEDED:
Budget for Training:
PPIC Summit Budget
EXPECTED RESULTS:
PPIC & Engineers Competency Level = 4
Future of Supply Chain

Training and Development and Organizational Tweak

BACKGROUND: Attend Solution Provider Exhibits. Training and Seminars of SC External
Org. Benchmarking and Immersion on other plants Supply Chain system
OBJECTIVE: To have a global outlook. Strengthening Business Process Management

ACTIVITIES TIMELINE PIC

Establishing Supply Chain Q4 2025 Supply Chain HEAD
Career Paths - Trainings and
Devt.
Approval of trainings and Q3 2026 Supply Chain, HROD
development for Supply chain
Immersion and Plant Visit 2026 Supply Chain
Schedule

RESOURCES NEEDED:
1. Training and Certifications Budget
2. Travel and Transportation Budgets
EXPECTED RESULTS:
Performance Level 3; Competence Level 3 – Knowledge Sharer