Canaan Group Reshaping the ECS Division
商品編號：9B17C033
出版日期：2017/08/17
再版日期：2020/01/20
商品來源：Ivey
商品主題：Entrepreneurship; Organizational Behaviour/Leadership
商品類型：Case (Field)
涵蓋議題：turnaround;leadership;team management
難易度：4 - Undergraduate/MBA
內容長度：10 頁
地域：Canada
產業：Transportation and Warehousing;
事件年度：2015
In January 2015, the chief executive officer (CEO) of the Canaan Group, a privately owned logistics conglomerate of businesses in Vancouver, Canada, was considering how to capitalize on opportunities in the freight forwarding industry. The first thing he needed to do was stabilize the Export Cargo Specialist (ECS) division. The ECS division focused on ocean freight forwarding—helping customers coordinate and ship goods from origin to destination. To counter a glut of shipping capacity and fall in demand over the past few years, the CEO had restructured the roles and assignments in the division. He attempted to create a cross-trained workforce capable of performing a range of functions for clients. However, issues emerged with the restructuring, leading to employee departures and, along with the industry changes, a net loss in operations. The CEO was looking to turn things around and avoid further mistakes. He wondered if he should give his restructuring experiment more time, bring in an experienced project manager, or promote a current ECS staff member to find a solution.
教學手冊：8B17C033;
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