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1 – 2 of 2The learning outcomes are as follows: successful students will demonstrate an understanding of challenges in producing and delivering a product in emerging economies; they will be…
Abstract
Learning outcomes
The learning outcomes are as follows: successful students will demonstrate an understanding of challenges in producing and delivering a product in emerging economies; they will be able to analyze the tradeoffs in operational decisions of a social enterprise; and students will apply supply chain principles to solve social and environmental challenges.
Case overview/synopsis
Carbon Roots International is a social enterprise in Haiti producing and selling charcoal from sugar cane waste. Their operational challenge is designing a supply chain, which enables them to accomplish their social goals while building a profitable enterprise.
Complexity academic level
This case can be used in graduate operations management and supply chain management courses. The company in the case is a social enterprise.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 9: Operations and Logistics
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Keywords
Parameswaran Iyer, Ajay Pandey, Mahima Vashisht and Daniel W. Smith
This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the…
Abstract
This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.
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