Search results
1 – 10 of 390Michael J. Lippitz and Robert C. Wolcott
The case compares two U.S. Department of Defense (DoD) programs from the 1970s and 1980s: (1) “stealth” combat aircraft, capable of evading detection or engagement by…
Abstract
The case compares two U.S. Department of Defense (DoD) programs from the 1970s and 1980s: (1) “stealth” combat aircraft, capable of evading detection or engagement by anti-aircraft systems, and (2) precision attack of hardened ground vehicles from “standoff” distances, i.e., far behind the battle lines. Conceived at roughly the same time, motivated by the same strategic challenge, and initially driven by the same DoD organization, stealth combat aircraft progressed from idea to deployment in less than eight years---an astounding pace for a complex military system---while a demonstrated system for standoff precision strike against mobile ground targets was not fully implemented. The case highlights the critical role of the Defense Advanced Research Projects Agency (DARPA), part of the DoD, regarded as one of the most innovative entities in the U.S. federal government.
The case highlights factors that facilitate rapid, successful implementation of radically innovative or disruptive concepts. Students are introduced to the organizational realities facing such projects, including issues of strategic clarity, interdepartmental competition and cooperation, executive leadership, and timing. Comparing the differences in implementation of the two programs in the case reveals issues relevant to any large organization seeking to bring innovative concepts to fruition.
Details
Keywords
Tianjun Feng, Chunyi Zhang and Lin Quan
Shanghai ANE Logistics Co., Ltd., established on June 1, 2010, is a business of road part-load logistics for goods from 5 to 300 kilograms. Mr. Wang Yongjun and his management…
Abstract
Shanghai ANE Logistics Co., Ltd., established on June 1, 2010, is a business of road part-load logistics for goods from 5 to 300 kilograms. Mr. Wang Yongjun and his management team have spent five consecutive years building ANE into the biggest part-load franchising network in China, and set up a brand new business model, through integration of traditional transport lines, part-load express network and information technology platform.
Dileep Kumar and Normala S. Govindarajo
Human resource management.
Abstract
Subject area
Human resource management.
Study level/applicability
Postgraduate and graduate management programs.
Case overview
Watson and Lilly (W&L) Berhad is the subsidiary of Wanger Group of Company, established in 1822 by Wanger Watson Group, and engages with transportation and logistics, communication and media, and electricity storage activities. The company provides freight forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port services. The case is all about the issues related to operations and human resource management in W&L Berhad, company in Malaysia. The company management observed that there has been an increasing trend on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November 2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56 per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency found that the business having high operating cost due to operational inefficiency, documentation issues and human resource issues. The case study proposed several solutions to enhance the manpower efficiency, operational effectiveness, and achieving customer's satisfaction.
Expected learning outcomes
Learning the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad, Malaysia. Nature of business operation issues: the case can be used to examine the issues of business operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward companies. Integrating business and operational issues with customer delight and business loss. Strategic intervention: instructor can explore varied strategic interventions that curb the operational and manpower issues that may lead to business growth and development in freight and forward companies, achieving customer's satisfaction.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Details
Keywords
Robert F. Bruner, Marc L. Lipson and Sean Carr
In early 2006, the anticipated expansion of package delivery services in China provided a great opportunity for the two package delivery giants FedEx and UPS. It was unclear which…
Abstract
In early 2006, the anticipated expansion of package delivery services in China provided a great opportunity for the two package delivery giants FedEx and UPS. It was unclear which of these firms would make the most of this opportunity. An analysis of financial performance suggests that UPS is the better performer. On the other hand, the FedEx stock price performance has been far stronger. This apparent conflict highlights the fact that stock prices reflect anticipated future performance and new information. A teaching note and instructor and student spreadsheets are available.
Details
Keywords
Robert F. Bruner and Derick Bulkley
This case is an abridged version of UVA-F-1115. This version is intended for use with audiences requiring less source documentation than is available in the unabridged version…
Abstract
This case is an abridged version of UVA-F-1115. This version is intended for use with audiences requiring less source documentation than is available in the unabridged version. The teaching note, however, contains all the source documentation in an appendix.
Details
Keywords
G. Raghuram and Pooja Sanghani
Rivigo, a new entrant in the trucking business in India, believed that a new paradigm in the trucking/logistics industry could be brought about that would not only improve the…
Abstract
Rivigo, a new entrant in the trucking business in India, believed that a new paradigm in the trucking/logistics industry could be brought about that would not only improve the quality of service dramatically, but also upgrade a truck driver's lifestyle. While the industry faced driver shortage largely due to long stays away from home, Rivigo hoped to attract drivers by offering them roles which would bring them back home in 24 hours. Drivers would be part of a relay, handing over the truck at pit stops. Further, they leveraged an IT-enabled IoT platform on a fleet of owned trucks. All this revolutionized most of the traditions then followed in the industry. The entrepreneur and his core team comprised professionals from premium institutes of the country, with experience in professional organizations in related domains. By offering services like assured delivery at half the time and full shipment visibility, Rivigo had to charge a premium to market segments that would value this. The case raises the question of sustainability in the future.
Details
Keywords
Ningky Sasanti Munir, Aries Prasetyo and Pepey Kurnia
Strategic management, system control management (balance score card).
Abstract
Subject area
Strategic management, system control management (balance score card).
Study level/applicability
Post graduate student, managers.
Case overview
This case examines “Garuda Indonesia” the National Indonesia airline and its exceptional performance in recent years due to successful strategic decision making. This comprehensive case is structured in five parts highlighting: Garuda's recent success based on positive strategic management; Garuda's history and how it shaped its success against strong competition through effective leadership and the challenges it has overcome; an examination of the development within the Indonesian airline industry; a focused examination of strategic development with Garuda, including competition policy; operational planning and delivery; debt restructuring and product/service strategy; and an examination of the ongoing challenges, including governmental pressures and political maneuvering.
Expected learning outcomes
Students will identify opportunities and threats, including strategic issues derived from the external environment facing by Garuda Indonesia. Students will identify strengths and weaknesses from the internal environment faced by Garuda Indonesia. Students will develop strategic alternatives to inform business decisions. Students will give recommendations including priority planning for the next three to five years.
Supplementary materials
Teaching note.
Details
Keywords
Sadia Samar Ali, Supriya Deka, Zulfiqar Ahmad, Salma Ahmed, Mansingh Jaswal and Hemaid Alsulami
Padmanabhan A. 2017 “Civilian drones and India’s regulatory response”. Moushami P. Joshi and Jennifer E. Trock (2016) “India Moving Forward with Unmanned Aircraft Systems…
Abstract
Supplementary materials
Padmanabhan A. 2017 “Civilian drones and India’s regulatory response”. Moushami P. Joshi and Jennifer E. Trock (2016) “India Moving Forward with Unmanned Aircraft Systems Regulations for Civil and Commercial Use” www.lexology.com/library/detail.aspx?g=6d596577-7a4a-4ecc-916e-83c4d37cc90c. www.indrones.com/2017/04/27/drone-industry-india/.Zeimpekis, Vasileios; Ichoua, Soumia; and Minis, Ioannis (2013), Humanitarian and Relief Logistics. Research Issues, Case Studies and Future Trends;Operations Research/Computer Sciences Interfaces Series. Springer Publications, www.springer.com/in/book/9781461470069.
Learning outcomes
The learning outcomes are to illustrate the concept and features of cost-effective and responsive supply chain, to explain the concept of hub and spoke and milk run methods used for delivery, to identify financial, operational and technological risks, to elaborate the importance of social dimension (behavioral dimension) in any technological change in an organization and to understand the concept of management of change in organizations.
Case overview/synopsis
The case deals with a typical challenge of periodical delivery systems, in this case specifically of The Topical, an Indian periodical. The service manager of the company, Sara Jindal, recognized a problem with customer retention. She explored the causes and found that The Topical, a 20-year-old company, was losing its popularity due to the untimely delivery of the magazines. To solve the problem Jindal, tried to gain an understanding of the operational processes and realized that there was no issue in the warehouse regarding inventory control, management or order pickup. However, she found that the magazines were parceled through book post and that there was no tracking policy in the company for the deliveries. Therefore, it was not possible to know whether the magazines got delivered on time. The matter was taken seriously and as a solution, the possibility of integrating drones into the delivery system came up.
Complexity academic level
Undergraduate and Postgraduate students.
Subject code
CSS 9: Operations and Logistics
Details
Keywords
Jennifer Brown and Craig Garthwaite
At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their…
Abstract
At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their new planes. At about the same time, the two industry heavyweights began developing new aircraft families to address the future market needs they each projected.
Aircraft take many years to develop, so by the time the new planes made their inaugural flights, significant changes had occurred in the global environment. First, emerging economies in the Asia-Pacific region and elsewhere were growing rapidly, spawning immediate and long-term demand for more aircraft. At the same time, changes to the market for air travel had created opportunities for new products. These opportunities had not gone unnoticed by potential new entrants, which were positioning themselves to compete against the market leaders.
In October 2007, the Airbus superjumbo A380 made its first flight. The A380 carried more passengers than any other plane in history and had been touted as a solution to increased congestion at global mega-hub airports. Four years later the Boeing 787, a smaller long-range aircraft, was launched to service secondary cities in a point-to-point network.
The case provides students with an opportunity to analyze the profit potential of the global aircraft manufacturing industry in 2002 and in 2011. Students can also identify the actions of participants that weakened or intensified the pressure on profits within the industry.
Audio format (.mp3 file) available with purchase of PDF. Contact cases@kellogg.northwestern.edu for access.
Details
Keywords
Robert D. Dewar, Hayagreeva Rao and Jeff Schumacher
Describes how UPS created UPS Supply Chain Solutions, an entirely new business, with carefully selected target market segments for which unique and extensive value offerings were…
Abstract
Describes how UPS created UPS Supply Chain Solutions, an entirely new business, with carefully selected target market segments for which unique and extensive value offerings were designed. To build this business UPS made numerous acquisitions and successfully resolved post-acquisition integration challenges in compensation, information systems, personnel policies, and organizational culture.
Details