The case study is about the Fauquier Gas Company. The company deals with the supply of gas pipes for construction sites. In this case, the company is converting agricultural land into commercial and residential development. In effect, it has been tasked with the responsibility of supplying the gas pipes in a given timeline. As one of the many companies in the nation, the Fauquier is tasked with ensuring the supply of 3 ½ miles of new pipes that should be ready for deployment by September. The manager for supply and purchasing, Bill Murphy, is concerned with the provision of the required tubes within the given time, although it is possible that the company will not be able to make the purchase in a timely way. Essentially, Murphy has not been able to receive the purchasing requirements and specifications for the design team since the 14 th of April, yet these materials are known for having a longer lead time. Notably, the company’s vice president seems to be in charge of the entire organization’s operations, including the purchasing function handled and managed by Murphy. Other departments that the vice president is in control of include the construction department and the design team. In effect, this case analysis seeks to analyze the procurement and purchasing problems facing the company, the various issues that face Murphy and the solutions that can be applied to handle the situation. Key Facts An analysis of the case reveals fundamental facts about the purchase of the gas pipes required for the project. First, gas piping materials take long lead times before they can be delivered and before the project can commence. Second, the project has a completion deadline. The project is only six weeks away before it can commence, meaning that there is a limited time. Third, the company’s purchasing function is dysfunctional. As it is, the company does not have a purchasing function to oversee the purchasing process, as the activity is handled by different people from different departments. Problems from the Case There are some problems with how the purchase of the pipes is being handled by the company. The first problem is that there is poor communication. Notably, although Murphy is responsible for handling all the purchasing functions of the enterprise, he is not notified about the impending pipe purchases. Surprisingly, he only knows about the pipes when he hears the vice president’s conversation on the phone regarding the same. Secondly, Murphy is confronted with the problem of poor communication between the various parties involved when he begins to purchase the pipes. It is imperative that decision making is spread out for all the parties involved to ensure effective decision making (Tarara, 2005). Essentially, some people get involved in the purchase process before the order can be made. These are the vice president and then the design team. Other than the vice president’s poor communication, the design team is also not very sure about the product specifications and does not communicate the required information to Murphy to enable him to make the purchases. Third, there is little consideration for the project scope. April comes and the company ha