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This case introduces a framework for cost modeling. Two data sets (one for injection-molded plastic parts and another for compressors) allow students to apply the cost-driver framework in conjunction with basic spreadsheet and regression analyses. Although obviously applicable in a course on supply chain management, the case can also be used to teach competitive cost analysis for strategic decision making.

This case examines the opportunity for the Quaker-Tropicana-Gatorade (QTG) division of PepsiCo to invest in either or both of two small but fast-growing retail channels: the Dollar Channel and the Natural Foods Channel. The case gives an overview of PepsiCo's business strategy, focusing on health, wellness, and diversity and also provides a wide range of information. Students are challenged to take a broad, general management view in developing their recommendations.

This case explores the decision of a fast-growing company to expand its distribution network. Financial information is provided in it so students can understand the basic distribution network design covering inbound transportation, outbound transportation, distribution-center operations, and inventory.

This case is used in Darden's first-year core operations class as part of a module on supply chain management. The Musictoday company provided online retailing services for such clients as the Dave Matthews Band and the Rolling Stones. But the lack of a formal inventory-management process had Musictoday concerned about future stockouts that would result in lost sales. This case covers the basics of safety stock within the context of a periodic review system. It introduces students to the periodic review system and provides them with an opportunity to link the optimal review period with the EOQ concept.

This disguised case examines the issue of outsourcing to a low-cost country based on a thorough analysis of competitive cost drivers. The case demonstrates that labor cost is only one potential advantage and that transportation cost and other factors could more than offset labor savings in some product lines.

This case examines a set of expansion options for a successful Internet luggage retailer, with a particular emphasis on the operational complexities.

The purpose of this paper is to explore how business schools can better engage with business practice, building on literature that highlights their lack of impact and questions their business-model sustainability. Reporting exemplars of good practice in engagement (in both research and teaching), the paper offers six recommendations for Deans of business schools, government, and businesses.

The research was undertaken for a report commissioned by the Association of Business Schools for the Minister of State for Universities and Science. Methods included a review of published literature; surveys of practising managers, managers who had changed careers to work in business schools, managers who had taken MBA degrees, doctoral students, deans of business schools, and fellows of learned societies; and interviews with individuals close to government who were themselves preparing reports on shaping government policy for business development and economic growth. Examples of good practice were examined for both content and lessons on how they developed.

Six recommendations are proposed, on programme design; faculty skills and experience; developing partnerships and relationships; assessing impact; managing and organizing research; and differentiating business-school offerings for enhanced profile and distinctiveness. Two further crosscutting themes relate to the incentives that might be required for change to happen, and the capabilities needed for delivery.

Originality in the paper stems from its focus on the solutions to the problems identified, as opposed to the restatement of the problems themselves.