Written_Assignment_5.docx BUS 5910 Avoiding Bankruptcy at Science Construction PLC MBA program, University of the People BUS 5910 | Management Capstone Avoiding Bankruptcy at Science Construction PLC Commitment to
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Written_Assignment_5.docx BUS 5910 Avoiding Bankruptcy at Science Construction PLC MBA program, University of the People BUS 5910 | Management Capstone Avoiding Bankruptcy at Science Construction PLC Commitment to quality improvement initiatives can result in more efficient processes, lower costs, and most importantly, higher profits. The impetus to focus on quality may be due to external factors forcing a company to reevaluate what had previously worked in light of declining financial performance, which was the case at Science Construction PLC. Science Construction PLC provides project management and financing services for Turkeys major cities highways, roads, tunnels and viaducts. Working with the Metropolitan Authorities and the General Directorate of Highways departments for cities like Istanbul, Bursa and Ismir, the company operated multiple construction sites at any one time (Erer, 2013). By the end of 2010, financial insolvency meant that Science Construction PLC was facing bankruptcy. Fortunately, the Turkish Execution and Bankruptcy Code allows for companies to propose in court a plan for restructuring debts and strengthening financial status (Erer, 2013). Despite facing external threats, Science Construction PLC proposed a plan for cutting costs, improving efficiencies and projected modest profitability in the two years to come. This essay will define the problem and underlying case, identify alternatives, and propose a course of action. The Problem and Underlying Cause Despite serv. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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