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Gordin, Regina, 'Nucor Corporation: A Study on Evolution Toward Strategic Fit' (2007). Master of Science in. For much of its century long history, Nucor Corporation and its predecessors displayed turbulent financial performance. Several attempts. Preparation of this document. I would also like to thank.

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Nucor at a Crossroads Nucor at a Crossroads Case Analysis In 1986, three distinct segments defined the U.S. Steel industry; integrated steel mills, mini-mills, and specialty steel makers. The integrated mills have the capacity to produce a maximum of 107 million tons of steel per year, mini-mills produced a maximum of 21 million tons of capacity a year, and the nation’s specialty steel makers could produce a maximum capacity of 5 million tons of stainless and specialty grades of steel. This leads to a total capacity of 133 million tons of production per year.

In 1986, the market consumed only 70 million tons of steel, leaving 33 million tons unused. Nucor is at a crossroads. It faces a saturated market suffering from significant overcapacity. Nucor’s only opportunity for growth seems to be to expand into the production of flat sheet metal.

However, to compete in that area, Nucor would need to invest in a very risky new technology, a thin-slab casting plant that, if successful, would allow Nucor to manufacture flat sheet metal with a low minimum efficient scale and a low marginal cost of production. This case will examine Nucor’s history, the impacts of entering the thin-slab casting business, the advantages Nucor would reap, and whether they should build the new thin-slab casting plant. Looking at the business landscape of the steel industry, it is amazing to see how well Nucor has done considering the industry is so competitive and has relatively low profitability. Using Porter’s model, the threat of rivalry is high due to weak domestic demand, excess global capacity, a maturing industry, low switching costs, high exit barriers, rising operating costs (increasing raw material prices), and more than 5 comparable competitors.

The threat of entry is low due to high barriers to entry (economies of scale have been achieved and high capital requirements), growth and profitability are modest at best, and most viable candidates are already present in the industry and. .Harvard Business School 9-793-039 Rev.

January 20, 1998 DO Nucor at a Crossroads On December 7, 1986, F. Kenneth Iverson, chairman and chief executive officer (CEO) of Nucor Corporation, awaited a delegation from SMS Schloemann-Siemag, a leading West German supplier of steelmaking equipment, at his company’s headquarters in Charlotte, North Carolina. Iverson had to decide whether to commit Nucor to a new steel mill that would commercialize thinslab casting technology developed by SMS.

Preliminary estimates indicated that the mill would cost $280 million, and that start-up expenses and working capital of $30 million each would push the total cost to $340 million, or nearly as much as Nucor’s net worth. Successful commercialization of thin-slab casting would let Nucor enter the flat sheet segment that accounted for half the U.S.

Market for steel. SMS’s compact strip production (CSP) process was, however, just one of several competing, commercially unproven thin-slab casting technologies, all of which might be leapfrogged by the turn of the century. As Iverson wrestled with these trade-offs, he reviewed the state of competition in the U.S. Steel industry in general and Nucor’s position within it in particular. In 1986, U.S.

Producers shipped 70 million tons of steel mill products. Subtracting exports of one million tons and adding imports of 21 million tons implied 90 million tons of. 11800 Words 48 Pages •. Nucor at a Crossroads Background of the US steel industry In 1986 total domestic steel consumption in US was 90 million tons, this comprised of 69 million tons of domestically produced steel and 21 million tons imported. Post 1979, the demand for steel started falling year on year due to stagnation of many steel-intensive industries, particularly construction and availability of substitutes such as aluminium, plastics and advanced composite.

US Steel makers Integrated Mini mills Speciality steelmakers Capacity 107 million tons 21 million tons 5 million tons Product Sheets and Strip Wire and bars Stainless steel product Major players U.S. Steel, LTV steel, Bethlehem steel North star, Nucor, North western, Florida, Chaparral. Industry attractiveness: The steel products are classified majorly into 4 categories: Semi finished products, Sheet and strip, bars, wire and other structural shapes. Steel industry had major four products.

Figure on the left shows the attractiveness of industry for these product based on industry size and growth potential. The flat sheet industry has the highest volume and growth potential, wire and structural product has the lowest growth potential and industry size. Semi-finished product have average growth potential and low market share and Bars have medium size and low growth potential The U.S. Steel industry had major four products.

1815 Words 6 Pages •. Nucor at a Crossroads On December 7, 1986, F. Kenneth Iverson, chairman and chief executive officer (CEO) of Nucor Corporation, awaited a delegation from SMS. Iverson had to decide whether to commit Nucor to a new steel mill that would commercialize thin-slab casting technology developed by SMS. Preliminary estimates indicated that the mill would cost $280, and that start-up expenses and working capital of $30 million each would push the total cost to $340 million.

Successful commercialization of thin-slab casting would let Nucor enter the flat sheet segment that accounted for half the U.S. Market for steel.

Murat Boz Vazgeçmem Free Download on this page. Market for Steel In 1986, U.S. Producers shipped 70 million tons of steel mill products. Subtracting exports of one million tons and adding imports of 21 million tons implied 90 million tons of domestic consumption of steel that year. Relative to the most recent peak year, 1979, domestic shipments had decreased by 30% and domestic demand by 22% (see Exhibit I). The decline in demand derived from the stagnation of many steel-intensive industries, particularly automobile manufacture, efforts to use steel more efficiently and the emergence or substitute materials such as aluminum, plastics and advanced composites.

Shipments could also be classified by customer group. The four most important ones, ranked by volume, were service centers and distributors, the automotive sector.

2758 Words 8 Pages •. .Performance Measurement, Nucor's case study 1. Nucor performed very well because of choice of a successful strategy. The most significant part of it from the corporation's point of view is that every plant worked as a single company.

They had to show reports to the headquarters but all everyday events had to be solved inside the plant. It allowed the company to react fast for local changes. Another important point in the strategy is the level of wages.

Basic payment of managers was quite low. They were granted many bonuses when the company was earning money, but when there was a hard time, they received much less than managers of competitive entities. Regular employees' wages were also dependent on general performance. Moreover, they had many additional bonuses like full insurance and health care. An important thing which brought new employees to the company was that it did not fire people.

When one worked well, his or her job was secured. 2.The successful management of Nucor’s involved in the stragic management of production, human resource and technologies. Nucor concerted about competitive production in steel industry. A variety steels, high quality production and reasonable price, which are contribute the competitive advantage to Nucor. It is critical for the firm to meet demand which helps to increase market share. The second success factors refers to employee management.

Nucor empowers employees to help. 713 Words 3 Pages •.

.EXECUTIVE SUMMARY B. Nucor (NUE) was ranked the first of steel producer in the U.S., and the first “mini-mill” operator, with operating facilities in 14 states. Nucor’s products include sheet steel, bar, structural, plate and others. The company was known for its aggressive pursuit of innovation and technical excellence, rigorous quality system, environmentally friendly products. Nucor’s core strategy is that of cost leadership through the use of technology; it is known as being the low-cost provider. Most business is conducted in the U.S., but the company does have foreign operations and looks at international expansion as a strategic opportunity. In the early of 2000, Nucor followed growth strategies which are new acquisitions, new plants construction, continued plant upgrades and cost reduction efforts, and joint ventures.

The strategy had helped the company to overcome the recession time and resulted in a glorious success. However, the steel industry is extremely intensive and Nucor had to cope with competitive pressure from both domestic and foreign steel market. Because of recession time, the steel demand was decreasing dramatically while the company was suffered over capacity.

In addition, Nucor had to confront with strong competitors which are US Steel (X) and ArcelorMittal (MT). Moreover, the company had to deal with price competition resulting from dumping of foreign competitors. The high material cost. 8592 Words 29 Pages •. . Nucor at a Crossroads MGMT XXXX-XXX Nucor’s Historic Performance, Competitive Advantage, and Five Forces Analysis With roots dating back to 1904 in the automobile manufacturing industry, Nucor’s business strategy has morphed many times over the course of the past century in response to struggling sales and unrealized business strategies. Kenneth Iverson’s appointment as Nucor’s President in 1965, however, Nucor has performed very well.

With a focus on efficiency, Nucor is committed to minimizing bureaucracy and maximizing performance and productivity via the utilization of an open-door/continuous improvement/ entrepreneurial culture, a compensation scheme premised on performance-based incentives, and — last, but not least —commitment to technological advancement. With this approach, in an industry with 36 different companies, Nucor enjoyed the second largest market share in 1986, with 16 plants and an annual production capacity of 2.1 million tons of steel. Esercizi Di Scienza Delle Costruzioni Pdf Merge. In 1985, Nucor was ranked the most productive steel-maker in the United States and the second most productive in the world, averaging 981 tons per employee, per year. Nucor managed to achieve this success using a low-cost strategy, which proved to be particularly suitable in the highly competitive, commodity-like steel industry.

Despite its positive performance. 3113 Words 10 Pages •. .Strategic Management Case solution Nucor March 7, 2008 Nile TecleMariam Business 499 By Pankaj Agarwal Praxis Business School Table of Content I. Strategic Profile and Case Analysis II. Situation Analysis A. General Environmental Analysis Industry Analysis Competitor Analysis Internal Analysis Strengths Weaknesses Opportunities Threats Conclusion 2 Strategic Profile and Case Analysis Steel is the backbone of many industries.

Steel goes into thousands of products, which could be grouped, in the broad sense, into a few groups. The semi-finished products that are at least eight to ten inches thick and require more processing is one group.

Another group is the flat-rolling, which yield plates (more than 0.25 inches in thickness) and sheets or strips. Another group is one where bars and thins rods are made.

The United States in the 1960s produced most of the steel used in the world. By the 1980s, the United States lost the role of world’s steel produced and imported more than what it exports. Nucor Corporation is the second-largest steel producer in the United States and had net sales of $4.6 billion in the year 2000.

Nucor recycles approximately ten million tons of scrap steel a year. It operates in nine states and produces carbon and alloy steel in bars, beams, sheet, and plate; steel joists and joist girder; steel deck. 3679 Words 12 Pages •. Nucor Case ADMN 4607 To: Michael Howe From: Suya Chen Yujing Liu February 13, 2013 Vision The major player in the U.S. Steel industry. And change into the global steel industry (especially Asia market).

Mission Nucor Corporation’s goal is to 'Take Care of Our Customers.” they are accomplishing this by being the safest, highest quality, lowest cost, most productive and most profitable steel and steel Products Company in the world. They are committed to doing this while being cultural and environmental stewards in their communities where they live and work. They are succeeding by working together. ' Corporate Level Strategy Business Level Strategy SWOT Analysis Strengths: • The strong leadership at all levels by being able to make quick decisions and be accountable for it as well as share their success and failures with each other.

This approach towards employee benefit and welfare, compensation based on group performance and production quality, training and job rotation to ensure all employees know all areas of work and an approachable management which practices open communication as well as top to bottom risk taking and innovative culture complemented each other to have created a highly motivated, productive, flexible and innovative workforce. • Close relationship with major customers who have co-located with them results in lower shipping cost and lower. 983 Words 5 Pages POPULAR ESSAYS.