07 May WHAT INFORMATION SHOULD RUBEN REPORT DIRECTLY TO THE GENERAL MANAGER
Ruben Gomez is the supply manager of Golden Buffalo, a publisher of textbooks. Golden
Buffalo’s sales were $45 million last year. Ruben’s department purchases paper, printing
equipment, and office and printing supplies. From time to time, it contracts for the printing of a
Golden Buffalo book. Supply management reports directly to the general manager. Ruben attends
all weekly management meetings along with the manager of marketing, the director of operations,
the director of acquisitions, and the finance manager. These weekly meetings are more or less
bull sessions. Apparently, the general manager, George Zinke, is satisfied with the operating
results and the information picked up in the meetings.
The supply department consists of Ruben, three supply managers, an expediter, and three
clerks. Department salaries and operating expenses run about $280,000 per year. Supply spent
$18 million last year.
Ruben recently attended an Institute for Supply Management seminar where he became
impressed with the need to market supply management’s contribution to the well-being of the
organization. This need for marketing was emphasized when the speaker reported on two
incidents wherein supply managers had seen their department reorganized under manufacturing.
The speaker maintained that both supply managers were competent. The major problem appeared
to be that they had failed to publicize their department’s contributions to their firm’s success.
Even before returning from the seminar, Ruben began to wonder what information he should
report and how he should report it.
1. What information should Ruben Gomez report to his fellow managers at the weekly
meetings?
2. What information should Ruben report directly to the general manager
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