A Situation Research For Nucor Corpoation Economics Essay

"Nucor Corporation comprises of 17, 300 teammates whose goal is to "Take Care of Our Customers. " We could accomplishing this by being the safest, highest quality, lowest cost, most productive & most profitable metal and material products company on the planet. We are focused on doing this while being ethnic and environmental stewards in our neighborhoods where we live and work. We have been succeeding by working together"

"About us. " Nucor Homepage. 2008. Nucor Corp. .

Nucor metal is a leading steel company headquartered in Charlotte, North Carolina. They can be an progressive and trim company. They benefit from each manager functioning their section as its own business entity. The wonderful romance has allowed management to have success through financial goals and has given employees job security and a great working environment. Although the business has seen it's tough times within the last 100 years, it certainly seem to come through strong for most after mergers and acquisitions occur during the early on 2000's. Nucor has also pioneered the mini-mill material which resulted in reduction in cost, energy use, and pollution. Environmentally speaking Nucor is industry best and greatest recycler of any material in the us.

Nucor's analysis will primarily give attention to management's capacity to allocate resources while chopping costs and competing in international marketplaces. The industry itself will not enable product differentiation or immense technological advancements, therefore companies are required to own lowest prices in order to stay competitive.


Nucor thought we would enhance the scope of the company for corporate performance reasons. In order to gain higher amount of control, Nucor founded an operating diversification which concerns an growth of backwards range activities towards supplier (vertical integration) and works straight as distributor. The breadth of scope along functional sizing was accompanied by narrow scope along geographic dimensions which is often seen from its geographic attention solely in United States. Since Nucor's business-units have the same basic learning resource; steel, it has advanced of relatedness.

Nucor has architectural, allocating, administrating, and helping role. In architectural role, Nucor is in charge of the strategy (scope decision, defining expansion paths, and goals for the corporation all together and the settings of the business), corporate and business value creation (capitalizing opportunities, exploiting synergies, and assessing parenting fit), and build up of possessions for the organization. Nucor business units act as retailers for other businesses (provider role). It offers large part of its output in the form of end products internally. Like a vertical integrated organization, Nucor's business units take this role generally.

The governance characteristics of the corporations allowed the business enterprise units to react to competitive requirements of a particular business area quickly. Nucor, as a varied firm could reap the advantages of 'governance economies' in case market demands changed. As a diversified company, Nucor has the ability to exploit 'economies of scope' in metal industry. Nucor choice to linking up sequential activities permits firms to lessen overall operating cost in a single or even more of its SBU, as well as driving a car profit by corporate and business value creation.


III. 1. External Environment

In every country, taxes policies are unavoidable. Nucor handles taxes in USA such as states, federal government, and local fees. Even though fees heavily influence their important thing, they don't always negatively have an impact on a business, specially when those fees are meant to protect local company. In international point of view, Nucor also deals with international trade regulation. Markets are attractive when currency is weak. This is the situation for the metallic industry through the economic downturn in 2001. Imports soared to record highs, while exports were suprisingly low.

Nucor focuses on small rural cities in order to have a very dedicated community bottom. It avoids building in major metropolitan areas to maintain romantic relationships more directly using its community. Nucor encounters issues with the increasing age group of baby-boomers because it led to a nationwide reduction in blue-collar workers. Technology has major impact to metal industry. While some steel companies outsource their development due to high pace of technology, Nucor took the opposite procedure. Nucor was the first to pioneer mini-mill technology of small factory production of a particular product and eventually increase its capacity utilization.

III. 2. Internal Analysis

Nucor's principal inbound logistics are scrap metallic and electricity. Nucor has established a raw materials strategy to control directly and indirectly through joint ventures with various associates. Their first materials control took place in 1968 when they made a decision to move to steel business to provide natural materials for Vulcraft. In August 2005, Vulcraft Structural Products, Vulcraft Decking, Nucor Building Systems Products, NUCON Light Measure Framing, and Nucor Fastener Products were being given by groups of Nucor Club, Beam, Dish, and Sheet Mills. The groups of Mills used scrap steels until 99% from both post-consumer (17%) and post-industrial recycled content (83%). Post-industrial scrap material bought through joint-ventures. Nucor's struggle with energy prices was solved by using mini-mill technology.

Technological advances have played an integral role in the superiority of Nucor's development processes. As outlined previously, remove casting technology and continuous casting within the mini-mill construction have unequivocally been an integral to the success of their operations. Nucor also has been a business leader in minimizing its work-in-progress inventories and lowering the storage area and warehousing needs by utilizing a demand-pull approach to their production materials needs rather than supply-push strategy. Because Nucor has variety of products, production techniques in Nucor have been decentralized and considered excellent since they had implemented innovative technology which is recognized by slim management, empowered employees, and strong control over recycleables.

In the material industry, product differentiation is barely notable so companies in this industry must contend in cost and delivery service. Nucor's plant life were built nearby the customers such that it could guarantee the cheapest possible cost for material acquisitions and Nucor has significant distribution programs in the US using its 14 different metal plants which allow wide market coverage. But with a globalization concern, this type of distribution methodology will create a problem since Nucor do not have any steel crops outside the house US.

Nucor's marketing strategy relating environmental friendliness, staff member safety, and its contribution to the community. Nucor associated themselves with environmental friendliness through its recycled content and their mini-mill technology which reduce pollutions created by material making process. Nucor pronounced its concern about worker's safeness since high death rate could deteriorate employee's moral and feel of safe practices. The influx of co-locating companies near Nucor's vegetation has added another one or two hundred jobs for folks locally.

Since Nucor has broke traditional way of equalizing freight, domestic markets relocate around Nucor's plant life in order to get substantial cost reductions and use JIT. From international methodology, Nucor does not give many services.

Since the divisions do their own production, selling, accounting, anatomist, and personal management, corporate staff only contains less than forty-five people. The office buildings were simple, tedious, and business-like. To be successful with integration, commercial professionals required new useful skills to expand their knowledge buildings to address new complementary perspectives since there are unique useful capabilities specific to each stage in the industry chain. Nucor has worked through a difficult time in the industry to be the world's 10th-largest steelmaker and the biggest steelmaker in america. Their key success is their excellency in taking care of knowledge and folks. Nucor idea of self-empowerment has urged them to hire people that want to make decisions independently, responsible for what they do, and also have an frame of mind of take great pride in and enjoyment in their achievement.

III. 3. Industry Research (Appendix-1)

In a market that has low product differentiation, in which customers demand the lowest possible price, fierce rivalry ensues because of the price competition. Nucor was the dominating player in the US economy, but brutal price competition from in another country increased competition among firms. The biggest threat is added creation of cheap foreign steel. New entry in to the US market is improbable as a result of enormous capital expenditures required and because of the unfavorable labor conditions. Price rises in scrap material which was caused by increased demand domestically and in foreign countries have added pressure on Nucor in keeping their supply costs low. As the majority of Nucor's sales are on a bet framework, purchasers have marvelous bargaining ability. Unlike the other sections of the model so far, the risk of substitutes is relatively low. Essentially, no other material can offer similar benefits per cost that material currently can. Lightweight aluminum is just about the biggest swap product to metal for most applications but it is not as strong as metal.

III. 4. Financial Analysis (Appendix-2)

The 12 months 2005 is an excellent season for Nucor. Their net gain increased significantly but their liabilities continue to grow in a stable rate. Nucor income was above average even though still under america Steel Corp. Nucor gets the biggest volume of ROE and market capitalization among its competitors. After February 2005, Nucor's stock price jumped substantially.

SWOT Examination (Appendix-3)

Nucor's key talents are its corporate and business philosophy, cost control, and impressive leadership. Among Nucor's key strategic advantages is its viewpoint of empowering its personnel and lowering the inefficient bureaucracy that plagues corporate and business America. Another one of Nucor's key strengths is its give attention to cost control. To be competitive in a market with little product differentiation, price is the main competitive factor. One of Nucor's primary competencies is the fact that its skills in keeping costs low.

Dependency on scrap metallic and energy prices and the inherent volatility in these marketplaces create to be the largest weaknesses of Nucor. Huge capital requirements for expansion and technological modernization are another weakness of Nucor.

As the US, steel economy is still beat down by cheap international metal, many companies which have continued to flourish, namely Nucor, have marvelous opportunities to capitalize on. As much US steel developing companies get caught in individual bankruptcy, Nucor can acquire them, increase development capacity, and increase their economies of range. Another opportunity is more product diversification to reduce volatility in product market segments.

The biggest hazard the company will encounter in the years ahead is unequivocally the erosion with their market talk about and profitability caused by growing imports of cheaper foreign steel. Another threat that looms in the material industry is the heavy correlation between economic growth and the demand for material.


Nucor faces a problem with unnecessary capacity of metal production on a worldwide level. The high capacity has generated a price war for metal, as well as material dumping into the U. S. market which includes diminished profit over the last couple of decades. Another problem they face is lack of development of technology. In order for Nucor to keep, and continue to post profits, in the future they need to identify areas to increase technology to lessen production costs and increase throughput.

Strategy Alternatives

Nucor' strategy alternatives are

Stay domestic and maintain its technological developments and cost reductions

Works internationally

Strategy Choice and Evaluation

Based on several factors, our team shows that Nucor works globally alternatively than stay local and keep maintaining its technological innovations and cost reductions.

b. 1. Justifications for Not Staying Domestic

Steel market in US has cyclical characteristic, it is mature, and overflowed by excessive capacity. Technological developments cannot be done in short time and it consists of enormous investments. Extra capacity in metallic industry creates price war between living entities inside the industry. Even though Nucor has good technology, electric power over raw materials, and fascinating marketing pitch, the pressure from overseas company who is able to provides cheaper steels has made Nucor's technology looked obsolete.

The decreasing amount of baby-boomers labor force also hurts Nucor. Careers in steel plant life are considered uninteresting for the young era and labor pay in US are high weighed against China and Korea. Exporting steels from US to another country might direct result on high cost and risky distribution since Nucor does not have any plants outside US.

b. 2. Justifications for Working Internationally

The risk which comes up because folks market cyclical characteristics can be defeat by spreading the chance into larger market basic and the increased capacity can be allocated to several different countries. The purchase price war in a global market is not as stiff just as local market. Nucor has the choice to outsource the research and development of the technology to its spouse.

Nucor's marketing pitch such as environmentally friendly, workers safety, and its own unique incentive pay might draw in both consumers and workforces outside US. Each plants in several different country will enable Nucor to serve consumers in a much better way.


Nucor must find cheaper global suppliers and make joint-ventures with them to guarantee the availability of raw materials which is included in supplier's balance sheet rather than Nucor's balance sheet. It will help Nucor to keep up low inventory.

Analyze steelmaker companies outside US and start a plan to obtain or build joint-ventures. The most notable managers must effectively assess the price and benefit of each possible acquisition that may involve factors of deal cost and knowledge copy. Corporate professionals must regulate how to direct and operate their firm beyond its original limitations. Using the knowledge of acquired-firm managers who have different organizational and industry encounters might be challenging and problematic for corporate professionals, but it will broaden corporate knowledge about operating business outside US.

Nucor must pay attention to the latest technology which will be useful in steel industry and be ready to take the risk by applying that technology. Make the whole value chain from raw material control until syndication process as the center of gravity.


Overall, the metallic industry is an extremely difficult industry to be competitive in and become successful. It is essential that Nucor is in a position to acquire other companies and form joint endeavors. Nucor currently has done a amazing job moving itself to an industry leader. Their proven organizational style, management, employees, and energetic pursuit of expansion have allowed these to emerge as a worldwide industry head. However, that's not to say there will never be more major issues for Nucor. Nucor happens to be faced with increasing competition from both domestic and international rivalries. It is important that Nucor is growing and increase global market talk about. Current management must continue steadily to focus on Nucor's primary product and capitalize on a proven successful organizational composition.

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