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Case study
Publication date: 11 December 2023

Ijaz Yusuf

Upon completion of the case study, the students will be able to find the challenges and underlying structures that cause the problem; the students will be able to identify the…

Abstract

Learning outcomes

Upon completion of the case study, the students will be able to find the challenges and underlying structures that cause the problem; the students will be able to identify the dynamic variables and develop the interconnection and interlinkages among the time-delayed variables to build the story of the business case; the students could develop the block diagram and could build the system dynamics model using the simulation software STELLA, and if they do not have the simulation software, even then they could have a mental model to understand the problem well; the system dynamics students can design the policies to make the system better behaved and recommend solutions; and the students could make mind maps and develop the mental model and could recommend solutions and way forward to overcome the challenges and solve the issues.

Case overview/synopsis

Tradeasia is a small-scale manufacturing firm that had started its business activities near Sundar Industrial Estate, Raiwind, in September 2007. The company’s prime focus was to buy the potato starch from chips manufacturing companies and, then, extract the potato starch from the waste potato using its own machinery and sell it as a sizing agent to textile mills. Quality characteristics in terms of better millage and enhanced gullibility made it compatible with Rafhan corn-based starch. The major challenge linked to potato starch was its degree of wetness; the potato starch either extracted from rotten potato or procured from the potato chips manufacturing companies had a high degree of wetness and moisture content. Wet potato starch sometimes had more than 60% moisture content, which was really a challenge. Owing to the high degree of wetness, the wet starch was prone to fungus growth, and within hours, the fungus created toxins if it was not dried immediately, and then after 24 h, toxins acquired a black colour, and they became hardened like pebbles. The starch then was unusable even for sizing purposes for textile products. Reduction in the degree of wetness was really a big challenge and demanded prompt action and high productivity of the operational staff to make that product dry for sale purposes. This was the biggest challenge that ended up in huge inventories of wet starch. Capacity constraints and operational inefficiency killed the company’s productivity and affected the company’s profit.

Complexity academic level

This case study is written and developed for MBA and MS-level supply chain students of the system dynamics course or those studying management of supply chain complexities. This case study discusses the operational challenges while running the business; huge inventories, capacity constraints and inefficiency in production operations were the challenges associated with almost all manufacturing industries. This case study discussed not only why such challenges are appearing in the business but also the solution that resided in the wisdom shared by the employees in the board meeting. An integrated system dynamics model could be used to design the policies to overcome such challenges. Even the block diagram of the model and causal loop diagram could help to conceptualize the problem and explore the way forward.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management science.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 August 2021

Raj V. Amonkar, Tuhin Sengupta and Debasis Patnaik

The learning outcomes of this paper are as follows: to understand the context of seaport logistics and supply chain design structure, to apply Monte Carlo simulation in the…

Abstract

Learning outcomes

The learning outcomes of this paper are as follows: to understand the context of seaport logistics and supply chain design structure, to apply Monte Carlo simulation in the interface of the supply chain and to analyze the Monte Carlo simulation algorithm and statistical techniques for identifying the key seaport logistics factors.

Case overview/synopsis

It was 9:00 p.m. on November 10, 2020, and Nishadh Amonkar, the CEO of OCTO supply chain management (SCM) was glued to the television watching the final cricket match of the Indian Premier League, 2020. Amonkar’s mobile phone rang and it was a call from Vinod Nair, a member Logistics Panel of Ranji Industries Federation. Nair informed Amonkar that it was related to the rejection of several export consignments of agricultural products from Ranji (in the western part of India). The rejection was due to the deterioration in the quality of the exported agricultural products during transit from Ranji to various locations in Europe.

Complexity academic level

This course is suitable at the MBA level for the following courses: Operations research (Focus/Session: Applications on Monte Carlo Simulation). SCM (Focus/Session: Global SCM, Logistics Planning, Distribution Network). Logistics management (Focus/Session: Transportation Planning). Business statistics (Focus/Session: Application of Hypothesis Testing).

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 September 2011

Saral Mukherjee, G Raghuram and Chetan Soman

ACC Limited, under Project 30-30, had targeted to produce and sell 30 million tons (mt) of cement in the year 2011. In May 2011, the Head of Central Logistics had found the target…

Abstract

ACC Limited, under Project 30-30, had targeted to produce and sell 30 million tons (mt) of cement in the year 2011. In May 2011, the Head of Central Logistics had found the target of the project to have become increasingly difficult to achieve. He believed that to sell 30 mt of cement, 30 mt had to be transported, thereby, advancing the role of the logistics function from that of a mere facilitator to a critical actor. As possible opportunities to increase sales, issues at the Bulk Cement Corporation (India) Limited (BCCI), and the plant at Wadi are being discussed in the case. The head of BCCI had raised concerns about the decreased logistical capacity of BCCI post a mandate from the Indian Railways on transporting 58-wagon rakes against 41-wagon rakes. A common belief was that with more wagons per rake, the quantity transited from Wadi would be higher. However, this was not the case and a capacity addition was being proposed. The President of Wadi Cluster had expressed that as an effort to reduce the transit time between Wadi and BCCI, priority was given to loading for BCCI. Though an improvement was observed with the introduction of 58 wagons per rake, Wadi was facing issues. This had affected Wadi's ability to serve other markets. The focus of the case is on analysing the options being considered by ACC to increase market presence, logistics capacity at BCCI, and the overall throughput at Wadi.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 19 September 2019

Abdul Rehman Shaikh and Asad Ali Qazi

The learning outcomes are as follows: to understand the impact of external factors in supply chain operations planning; to understand the role of quantitative and qualitative data…

Abstract

Learning outcomes

The learning outcomes are as follows: to understand the impact of external factors in supply chain operations planning; to understand the role of quantitative and qualitative data in supply chain decision-making especially in the restaurant industry; to assess the pros and cons of centralized and decentralized supply chain operations; and to evaluate different alternatives in supply chain planning, for best service level at minimum cost.

Case overview/synopsis

This case visualizes the planning of supply chain drivers and process improvement to enhance supply chain speed and flexibility. Asim Rizvi has recently joined as senior supply chain manager at Food Lord, a renowned chain of restaurants in Pakistan. As instructed by his CEO, Rizvi has to take a decision for centralization, or to continue the decentralization of supply chain operations at two of their highest selling branches. These two branches were located at a distance of 125 km from each other. The objective of supply chain operations’ consolidation was to minimize cost and further improve the service level. Rizvi was confused about the decision because any decision cannot be taken on the basis of cost and benefit analysis only. A 360-degree analysis and future requirements also play a vital role to decide about supply chain operations. The CEO was very excited to take this decision; that is why newly hired manager Rizvi was analyzing all the facts to reach a decision that would be best for their business. Centralized or decentralized supply chain decision was not easy because normally the business dynamics completely change due to unpredictable customer demand, unavailability of professional suppliers and unavailability of a strong information system, etc.

Complexity academic level

BBA and MBA

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.

Subject code

CSS 9: Operations and Logistics.

Abstract

Subject area

Supply chain management (SCM).

Study level/applicability

Graduate students.

Case overview

In recent times, the world market of mobile phone is in a flux due to many phenomena of importance like strong emergence of smartphones, Nokia losing market share in all segments of market and fast technological and supply chain innovation by players like Apple and Google. Elements of SCM and the way technology is acquired have assumed a place of importance to compete in the global market. A new standard of innovation and SCM is emerging together as the rules of market dominance are re-written all-over again.

Expected learning outcomes

After completion of the case study, the students will understand: role of technological innovation in high-tech industry and global supply chains in changing the consumer behavior world over; the classic battle for market dominance with a new way of innovation management in technology and processes to create most efficient global supply chains; importance of SCM practices of collaboration like tighter partner integration, use of power asymmetry and contract by dominant players to create efficient supply chains; and how visionaries like late Steve Job are shaping the new era of technology.

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

Emerald Emerging Markets Case Studies, vol. 5 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 March 2022

Saad Tahir, Asher Ramish and Talha Mehmood

This case study aims to be taught at an MBA level. Students who are majoring in the supply chain would benefit the most from this case study. This case study has elements of…

Abstract

Learning outcomes

This case study aims to be taught at an MBA level. Students who are majoring in the supply chain would benefit the most from this case study. This case study has elements of logistics management, supply chain management, supply chain strategies, warehouse and logistics and responsible supply chain. The learning outcome of this case study could be seen if the students identify the gaps in the real market setting and come up with strategies that would connect and/or fill the areas missing. Teaching objective 1: students should be able to identify unstable demand scenarios and learn how demand collaboration could be implemented in that setting. Teaching objective 2: students should identify how a transparent and interconnected supply chain, both upstream and downstream, can be created. Teaching objective 3: students should be able to understand the role of a responsible supply chain and to define the role and responsibility of each party. Teaching objective 4: students should be able to learn the dynamics of safety stocks, reorder points and incorporate that in warehouse management decisions.

Case overview/synopsis

Based in Lahore, Pakistan, Total Technologies (Pvt.) Ltd is a company that supplies medical equipment and provides solutions in the health-care industry. This case explores the supply chain issues faced by Tallat Mehmood, who is the Managing Director of the company, during the third wave of the COVID-19 pandemic in April 2021. Oxygen cylinders have become the need of the hour as more and more patients need oxygen. The supply of medical gases across Pakistan has become a logistical issue, causing hospital reserves to be drained without timely replenishment. Increasing the number of beds in hospitals, with limited oxygen outlets, has increased the demand for oxygen cylinders. Operating under unstable demand and not being able to meet it has caused Tallat to realize that the company is out of its comfort zone and is not responding well to the environment. The company needs to redesign the supply chain as well as collaborate with the supplier and buyer to provide better levels of service.

Complexity academic level

Masters level supply chain courses.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Case study
Publication date: 31 October 2023

Vardhan Mahesh Choubey, Prasad Vasant Joshi and Yashomandira Pravin Kharde

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS9: Operations and logistics.

Case study
Publication date: 21 November 2022

Swapna Pradhan

The case study should enable the student:1. to assess the complexities of the Indian quick service restaurants (QSRs) market and its competitive dynamics;2. to infer the factors…

Abstract

Learning outcomes

The case study should enable the student:1. to assess the complexities of the Indian quick service restaurants (QSRs) market and its competitive dynamics;2. to infer the factors which have contributed to the growth of Domino’s Pizza in India;3. to apply different tools and techniques to assess and refine strategy;4. to evaluate Domino’s Pizza India in the context of the value chain analysis; and5. to examine the strategic options available to Domino’s India for achieving its future growth in India.

Case overview/synopsis

The case details the growth story of American pizza chain Domino’s in India. Jubilant Food Works Limited (JFL), a part of the Jubilant Bhartia Group, operates the Domino’s Pizza chain in India. The first restaurant was opened in India in 1996 and, in the initial years, the focus was on promoting and popularising “pizza” as an interesting meal replacement option. Over the years, through memorable advertising, operational efficiency and product innovation, Domino’s emerged as the market leader in the organised pizza market in India. The growth in competition both from domestic and international brands and the challenge posed by the growth of food aggregators posed challenges to its prospect of maintaining market leadership. The nationwide lockdown because of the pandemic severely impacted the foodservice industry. Significant changes were seen in the operations of the QSR and rapid growth was witnessed in online food ordering especially through food delivery apps. The management at JFL believed that the demand for QSR would increase rapidly in the country given the possibility of closure of 30%–35% of conventional restaurants. This company had raised the store addition target for FY22 to 150–175 from earlier 135 as it believed that there would be a greater demand for trusted brands. The management believed that the domestic market had the capacity to absorb 3,000 Domino’s outlets compared with the earlier estimate of 1,800–2,000 outlets. In the first quarter of FY22, it added 20 new Domino’s stores. Was the management correct in anchoring its future success on new physical retail outlets? Was there a need to revisit the strategy?

Complexity academic level

The case has been written with the objective of enabling the students to understand the dynamics of a rapidly changing emerging market. It is structured for use at a Master’s level course and an MBA audience in the subject of Business Strategy/Retail Strategy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 15 May 2023

Rajiv Aserkar

Supply Chain Management, Technology, Procurement, Supply Chain Finance

Abstract

Subject area

Supply Chain Management, Technology, Procurement, Supply Chain Finance

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary Material

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 February 2022

Saad Tahir and Asher Ramish

This case study aims to be taught at an MBA level. Specifically, those students who are majoring in supply chain would benefit the most from this case study. This case study has…

Abstract

Learning outcomes

This case study aims to be taught at an MBA level. Specifically, those students who are majoring in supply chain would benefit the most from this case study. This case study has elements of supply chain management, supply chain strategy, warehousing and logistics, and a digital supply chain for Industry 4.0. The learning outcome of this case study could be seen if the students are able to identify the challenges and opportunities of a digital supply chain for Industry 4.0 and how it could be implemented methodically. Teaching Objective 1: Students should be able to identify what challenges organizations face if they implement a digital supply chain for Industry 4.0. Teaching Objective 2: Students should be able to identify what opportunities can be tapped if Big Data Analytics are used in a supply chain teaching. Objective 3: Students should layout a methodical plan of how an analogue company can gradually achieve the objective of implementing a digital supply chain for Industry 4.0 in procurement function.

Case overview/Synopsis

Based in the Lahore region of Pakistan, Xarasoft is a footwear manufacturing company which has undertaken a decision to transcend to a digital supply chain for Industry 4.0 by 2027. Asif, who is the Head of the Department of Supply Chain, has to come up with a plan to present in the next meeting with the CEO. Xarasoft is a company that preferred to work in an analogue routine. The company set production targets and sold goods through marketing. With no forecast or exact demand, the company had decided to procure 140 million units of raw material and carrying a huge inventory, a percentage of which had to be thrown away as it started to degrade. While the company did have machinery on the production floor, they were operated manually and were a generation behind. Asif faced the question of what challenges he would face and exactly how would a digital supply chain for Industry 4.0 be implemented in the company.

Complexity academic level

Masters level supply chain courses

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

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