Case studies

After completion of the case study, students will be able to understand the concept of clustering and identify clusters for improving capacity utilization, analyse transport routes to optimize logistics resources, analyse the impact of a full truckload on resource optimization, evaluate unused capacity and ascertain the impact of reverse milk run to reduce the same and apply clustering and reverse milk run to optimize the logistics resources.

The case study is about a freight forwarding company that offered end-to-end logistics solutions for the exporters based in India. Within a short time span, the company became one of the sought-after service providers for its clients. However, when the company planned to expand its business by expanding its client base, the efficiencies reduced and hurt the profitability of the company. It was all excellent with the limited number of clients, but as the number of distantly located clients surged, the operating costs increased. Trucks were running with partial loads, thus reducing efficiency. The rate of increase in cost surpassed the rate of revenue every time. The cost per mile of transportation was on the rise. The surging fuel prices were adding to the heat. In spite of being one of the first choices for clients, the company could not generate good profit margins. If they chose to increase prices, the company would have lost customers to the cheaper unorganized players in the market. It was time to choose between growth and survival. The company could not sustain itself without devising a mechanism to reduce costs. The company would not have sustained itself without devising a mechanism to reduce costs. To sustain in the business, the company had to device a mechanism to reduce costs. Whether to continue operating the conventional way or to transform? Was there a logistics strategy that would have improved transportation efficiency and reduced the costs for the company?

The case study is suitable for teaching post-graduate management courses in operations and logistics, supply chain management and supply chain analytics, as well as entrepreneurship-related courses.

Teaching notes are available for educators only.

CCS 9: Operations and logistics.

The learning outcomes of this case study are to understand the business model canvas and value propositions and apply advanced business innovation tools in electric vehicle business models; evaluate the current cargo vehicle scenarios at national and global levels and draw out the possibilities and costs for a new player; extrapolate the future scenario of the cargo economy, its electrification and positioning in a business-to-business (B2B) and business-to-customer (B2C) segment, especially for a developing economy; and improve the student’s ability to get organisational buy-in and execute new business models.

LoadExx is a fully electrified electric cargo service focusing on logistics in Kolkata, a metropolitan city in the eastern part of the country. The service of LoadExx commenced in January 2021 in the B2B segment after overcoming its then issues of driver hesitancy and customer anxiety and financial issues to adopt electrified cargo systems. The conundrum faced by LoadExx in its commencement thus had been solved under the able guidance of its owner Amit Arora. The case study was positioned four months after the commencement of LoadExx. To gain market power and traction, Arora and his team came up with the idea of market expansion. However, the current conundrum was whether LoadExx would enter the B2C segment in its current location or expand with the same business model to other parts of the country. The expansion was to be implemented in the immediate future to retain its rarity and reduce the imitability of the business model of LoadExx. This case study details the logistics and market operations of the cargo sector, especially electric cargo, in a developing economy, especially India. A teaching note supplementing the “Cracking the conundrum of e-cargo logistics: curious case of LoadExx” case study has been provided.

This case study is designed for undergraduate and postgraduate students and senior management professionals in executive education programmes undertaking courses in logistics management and supply chain operations and related cargo logistics courses. This case study denotes integrating key processes from end-users and gaining the trust of drivers, thereby showing the perspective of the plight and conundrums of a cargo aggregator working in the B2C segment. This case study could be used to discuss concepts related to not-for-profit firms, aggregators, policymakers and think tanks.

Teaching notes are available for educators only.

CSS 9: Operations and logistics.

This case study would help students in understanding the dynamics of logistics and logistics vendor roles and contributions to overall business operations. The case study covers real-time information for applying the theoretical knowledge students gain related to the selection of logistics vendor. It would help students to understand and evaluate the dynamics of a new start-up related to cost, profits and dependency; understand and analyze the importance of third-party logistics (3PL) service providers in the supply chain; become aware of the key performance indicators (KPIs) important in the selection of logistics vendor; and develop and create measures for selecting logistics vendors on the basis of KPIs.

This case study was about an innovative start-up operating in the field of organic edible oils. The company catered to end consumers with its indigenous technology and processes. The innovative and healthy products were appreciated by the consumers, as was reflected in the surging demand figures. With the increasing popularity of organic products, the orders were surging. At the same time, issues such as damaged product delivery, increased cost per delivery of small packages and failure to deliver because of unserved pin codes by their logistics partners were being faced by the company. The case discusses the dilemma faced by the protagonist regarding the selection of the right 3PL partner. The case study is suitable for teaching courses in operations and logistics, supply chain management and entrepreneurship-related courses.

This case study is appropriate for postgraduate courses in entrepreneurship, operations management, logistics and supply chain management and general management.

Teaching notes are available for educators only.

CSS9: Operations and logistics.

The learning outcomes of this study are to understand the theory of constraints and related concepts, to evaluate constraints impeding organizational growth and to develop a solution addressing the constraints in the best possible way.

Bottlenecks or constraints impede an organization from reaching its full potential, thus having implications for the internal and external functionalities of the organization. Internally, many resources remain idle or deteriorate, as constraints always hamper the overall capacity. Externally, the organization might lose the customer for not fulfilling their demands. The organization may be unable to procure the raw material at economical prices from the suppliers, as large-quantity orders may not be placed. This case was designed to make students understand the theory of constraints (TOC) and related concepts. The TOC framework was a management philosophy developed by Dr Eliyahu Goldratt and popularly mentioned in his book The Goal. This case study considered a dairy plant as its central focus. The protagonist was challenged by the existing constraints in his dairy plant, and his dilemmas were introduced. The dairy processes were discussed, followed by details of supplies made to the dairy plant regularly. The capacity constraints at different levels were mentioned. The case also discussed the quick fixes adopted by the dairy to overcome the constraints. Finally, this case ended with a dilemma presented before the protagonist and a dire need for a solution thereafter.

This case was appropriate for introducing TOC to undergraduate and postgraduate courses in operations management, logistics and supply chain management and general management.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The learning outcomes are as follows: understanding the impact on company growth through identification and alignment of stakeholder priorities in a project for SME in an emerging market; analyzing the impact of stakeholder alignment and relationship management on the project outcome; and evaluating the importance of Stakeholder Management for effective Project Management.

The case of ‘Hospedia Medicare,’ a medical device manufacturing company based in India, was started by a family involved in the medical devices business for over two decades. The company began operations in a new avatar and focused on one medical device or product by 2013. The product was designed with quality features to solve customer problems, making the cost relatively high compared to other domestic peers. Creating new product lines or updating the existing product attributes was imperative for the company to attain its growth objectives. The protagonist was dealing with a dilemma involving managing various stakeholders, aligning the project scope to create a growth story for the company in line with its vision and managing the stakeholders by understanding and analyzing their needs, expectations and interest, thus influencing the project outcome. The case can be used by instructors to identify, understand and evaluate the importance of different stakeholders on project outcome or success. Furthermore, it can be used to analyze and critique the impact of stakeholders on project scope, which can affect the long-term sustainability of the company, as different stakeholders have different expectations and needs. The case also details how regular communication, collaboration and awareness became essential for the project's success. Lack of an effective engagement strategy at the project planning stage can have risks concerning cost and achieving the overall vision, which creates a positive outcome for all the stakeholders.

The case study can be introduced to graduate and undergraduate students to reflect on and critique the importance of Stakeholder Management in Project Management. It can be used for, entrepreneurship, project management, operations and strategy, particularly emphasizing for small and medium enterprises (SMEs).

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The case depicts an opportunity for undergraduate and postgraduate students to be exposed to the basic digitization of supply chain management, technology adoption, change management and cost-benefit analysis concepts. The study aims to encourage them to use the data given in the case and exhibits to compare and contrast physical and digital supply chains (SC); design the digitized version of the traditional SC; examine the nitty-gritty of technology adoption in the SC context; develop the change management plans for the successful adoption and implementation of SC digitization; design the risk register and Explore the business process management; and conduct the return on investment analysis.

Amber Yen, Chief Operating Officer Apparel Sourcing at Ransys Partners Ltd (RSL), was presented with the task of reducing physical sample production cost and time without impeding order pipeline. RSL was experiencing significant capacity constrain during the COVID-19 crisis, failing to deliver physical samples to international brands. To win large export orders, RSL had to adopt a new innovative way to reduce the sample approval process while meeting customer requirements. Ms Yen wanted to convert the entire sample approval process into a digital mode. She was facing multiple challenges related to the design, implementation and adoption of the digital sample approval process to coordinate the entire SC. She had limited time and was grappling with other impending constraints such as increasing cost, intense competition, demanding customers, shortage of labor due to COVID-19, reducing the bottom line. It was her time to test the idiom “necessity is the mother of innovation”.

The target audience for this case is management or business school students. This case can be used to teach digitization of SC, operations management, organization behavior, digitization of enterprises, IT for business, new service development, supplier management technology adoption, and change management in management or business schools.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

To understand a firm’s service concept and process; to explain the service design that differentiates itself by making trade-offs in operations and service offering; to identify the importance of deliberately designed interrelated systems and resources to achieve growth in services and to evaluate the fit of new design elements in the service offering.

Ajay Takeaway Foods LLP (Ajay Foods) is a food venture founded by Mr Jaideep Solanki and Mr Ajay Solanki and operates as a chain of quick service restaurants with a simple mission to sell food that is good, affordable and accessible to all. Ajay Foods serves only pure vegetarian and limited variants of burger, pizza and cold coffee. Ajay Foods rolled out 75 stores in just 18 months during the COVID 19 pandemic. Ajay Foods’ founders were contemplating on expanding menu. There was growing demand for food items such as samosa, wraps, sandwiches and French fries. One of the founders got into dilemma: How many items? and Which item(s) to add to the menu?

This case can be used at post-graduate level to teach basic frameworks of service concept and design. The case covers a range of topics such as service processes, service elements and product offerings in a service setting. It can be used effectively with MBAs and Hospitality Management program in courses that focus on Service Management, Service Operations or Service Marketing Strategy.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

Supply Chain Management, Technology, Procurement, Supply Chain Finance

The key learning objectives are as follows: to gain critical insights into e-commerce supply chains of fashion garments; understand the importance of digitization to manage the risks due to supply chain disruptions; evaluate the role of digitization to improve supply chain performance; understand the importance of supply chain finance in maintaining a healthy buyer–supplier relationship; and appreciate the role of supply chain digitization to transform a regional supply chain into a global supply chain.

This case highlights the challenges faced by fashion garments industry due to fragmented nature of their supply chains, where the manufacturing base was in the east and most of the consumers in the west. Digitization can create a bridge to integrate these supply chains to drive out their inefficiency, fragility and vulnerability to disruptions.

The case could be discussed in 90 min of an Operations Management, Supply Chain Management and Technology Management class at MBA or Executive MBA level.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The case primarily focused on a real-life problem and shows that existing operations management tools can be used to solve a complex problem. Through this case, the participants will learn the application of the factor loading method and aggregate planning.

This case revolves around the Modi Agro Pvt. Ltd, a mango procurement and distribution business established in 1994 by Mr Dhanush Modi in Mumbai, India. Mr Mahendra Modi, son of the company owner, observed that the different seasons of cultivation and varied customer demands lead to changing workforce requirements during the procurement process. In addition, the production quality, variety, available resources, procurement location and cost play a significant role in establishing a long-term relationship with the customers. This case highlights the problem faced by Mahendra in determining an appropriate location among all available options for mango procurement and the optimal workforce for each month to meet the varying customers’ demands.

The case can be used as teaching material for participants of the course Service Operations Management, Operations Management, Decision Analysis and Quantitative Techniques

Teaching notes are available for educators only.

CSS 9: Operations and logistics.

The learning outcomes are as follows: to decipher the role of technology in the supply chain management (SCM); to understand the importance of supply chain integration with various stakeholders in the supply chain in increasing efficiency and effectiveness; and to comprehend the challenges in the implementation of technology in SCM.

This case study presents Haryana’s challenges in implementing the digitization of the supply of food grains to the public. Mr Srinivas, a consultant to the Department of Food and Public Distribution, is required to suggest the future roadmap while accounting for the challenges faced in the digitization of the distribution of grains to the public in the state of Haryana. The students are expected to use the information given in the case and exhibits to discuss and critically think about the various stakeholders involved when change initiatives are implemented on an organizational level and recommend solutions based on the voices of various internal stakeholders.

Postgraduate/Masters in Business Administration/Masters in Management.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.