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The falling revenues that the company is experiencing coincide with delays in manufacturing. These delays, in turn, are due in large part to poor planning in purchasing metals. Consider further that the manager of the department that handles purchasing of raw materials has an excellent background in general business, psychology, and sociology, but knows little about the properties of metals. The company should, therefore, move the purchasing manager to the sales department and bring in a scientist from the research division to be manager of the purchasing department


The argument proposes that a scientist from research division must be appointed as a manager instead of the current manager who lacks knowledge about properties of metals, to handle the falling revenues. The argument states this solution based on assumption that the delay in manufacturing is the reason for falling in revenues. The argument is seriously flawed for several reasons.
First, the argument readily assumes a causal cause and effect relationship based on the coincidence of falling revenues and delayed manufacturing. Delayed manufacturing could be one of the reasons for falling revenues, however it may not be the only reason. For example, Inefficient management, poor waste management, new competitors, increase in production costs and inefficient inventory management are some of the other reasons which could be the major cause of falling revenues. Clearly the argument fails to provide strong evidence which shows the delayed manufacturing is the reason for fall in revenue. The argument could have been much clearer if it has eliminated other factors which would cause fall in revenue or if it has provided evidence to show that the manufacturing delays caused the fall in revenue.
Second, the argument states that the delay in manufacturing is caused by the poor planning in manufacturing. Further, it proposes to replace the existing purchasing manager who has an excellent background in general business, psychology and sociology with a scientist from the research division, because the current purchasing manager has little knowledge in the properties of metals. The proposal again doesn't have a strong base as the argument doesn't correlate the knowledge in properties of metals with the poor planning of manufacturing. The scientist who has good knowledge about the properties of materials may lack the skills of general business, psychology and sociology, which when absent will again lead to poor purchase planning.
Finally, in order to evaluate effectiveness of the conclusion, the argument needs to clearly answer questions regarding the effect of delayed manufacturing on the revenue and the importance of skills related to psychology, sociology, business skills and the knowledge of properties of materials for better planning of purchasing materials.
In conclusion, the argument is flawed for the above-mentioned reasons. It would be more convincing if the report clearly explained the effect of delayed manufacturing on the revenues and effect of the current purchasing manager's of lack of knowledge on the purchasing plan.