1) EMS was still an Engineering driven R&D concern making anything Lean for Supply Chain very difficult to sell and implement
2) Divisional infrastructure was not very adaptable to having a fully aligned, single purpose organization of team play and Espree Decor
3) ERP system was well intentioned but the four basic metrics for any MRPII System of a) Master Schedule/Demand Planning accuracy, b) Inventory accuracy, c) Bill of Material and Material/Item/Part Master file accuracy, and d) Open Order accuracy (Work Orders and Supply Orders) were not yet in the 99%+ category rendering MRP signals unreliable.
4) Procurement reported into Corporate and was non-responsive
