John Culbert, the vice president of Credit Management at Ferguson, a fast-growth U.S. building supply company with $11 billion in sales and a U.K. parent company, needs to address upper management's request to consolidate the credit function for better efficiency and the advancement of the organization's strategic goals. After a four-day meeting of the senior regional managers of the credit team in Las Vegas, he considers his options. What should he do?
Fall 2008
