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1 – 10 of 95Mohanbir Sawhney, Michael Biddlecom, Robert Day, Patrick Franke, John Lee-Tin, Robert Leonard and Brian Poger
Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for…
Abstract
Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for its industrial automation products. National distributors were consolidating the MRO distribution channel, offering national account customers an integrated multichannel solution for their MRO needs. Allen-Bradley had traditionally served its customers through high-touch, high-value-added local distributors, but this channel was inadequate for the demands of large MRO customers. An effort by Allen-Bradley and other manufacturers to create an industry-wide electronic sourcing consortium called SourceAlliance.com had failed. Now the company had to choose between redesigning its traditional channel by creating a virtual network of local distributors, striking an alliance with a national distributor, or withdrawing from the MRO market. It had to contend with difficult channel conflict issues in choosing a channel strategy.
To analyze the competitive strategy of a company serving the MRO market.
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Arunachalam Narayanan, Malini Natarajarathinam and Brandon Winn
BP has interest in both upstream and downstream segments in over 100 countries worldwide. The United States subsidiary of BP is the nation's largest producer of oil and gas. This…
Abstract
BP has interest in both upstream and downstream segments in over 100 countries worldwide. The United States subsidiary of BP is the nation's largest producer of oil and gas. This case focuses on the upstream procurement activities in the Gulf of Mexico.
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Aparna Raman and Mahadeo P. Jaiswal
Public Sector Management and Strategy
Abstract
Subject area
Public Sector Management and Strategy
Study level/applicability
This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master's course or executive development course. Detailed discussion can be done on co-innovation strategy followed in a public–private partnership and to understand how a PPP can be successful in enterprise solutions. Further, the understanding on how e-procurement and e-tendering solutions work can be gained through this case. This case should be positioned when the discussion for the planning strategy of IT innovation takes place.
Case overview
SAP was a market leader in enterprise application software and empowered people across the globe to work more efficiently. The e-procurement solution for OILGIAN was managed by SAP LABS India. OILGIAN entrusted SAP with the task to design and implement the e-tendering solution. SAP appointed Ramakrishna Potluri, Lead Consultant, SAP, to manage the design and implementation of the e-tendering module as a part of e-procurement solution for the public sector. The reporting and the security concerns were stated by OILGIAN, and Potluri reassured that his competent team would comply with the needs. The main predicaments that he was going through were that how best he could take the proposition forward. Should he create the innovative solutions in-house or co-create with the customers? Which business models should he follow for this public–private co-innovation to be a predecessor of successful projects?
Expected learning outcomes
The case illustrates the following objectives: to discuss the co-innovation strategy followed in a public–private partnership; to understand how a public–private partnership can be successful in enterprise solutions; and to understand how e-procurement and e-tendering solutions work.
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.
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Shalini Rahul Tiwari and Jyoti Kainth
Strategic Management/General Management.
Abstract
Subject area
Strategic Management/General Management.
Study level/applicability
MBA/Executive MBA.
Case overview
Malaysia Airlines (MAS) was incorporated in 1937 to operate in Singapore, Kuala Lumpur and Penang. The first period of crisis was witnessed in 1997/1998 due to the Asian Financial Crisis, MAS reported RM 260 million in losses. The airline recovered from the loss and reported profit of RM 461 million in 2004. However, it experienced another loss of RM 1.25 billion in 2005. This lead to implementation of the Business Turnaround Plan 1 in 2006. The Business Transformation Plan 2 was announced in 2008, but the period of losses hit the airline again in 2011. Overall, MAS has witnessed continuous cycle of losses and profits. Despite the turnaround efforts, the airline does not seem to be recovering; is there a safe landing for the troubled airlines?
Expected learning outcomes
The case can be used to illustrate economics and complexities of aviation industry, different business models existing in airline industry, quantitative and qualitative aspects of a turnaround strategy, failure to sustain turnaround efforts, and predicting the future scope for a player in airline industry.
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.
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R. Rana, G. Nachiappan, G. Raghuram and Jaju Darshit Hariprasad
Hindustan Gum is an agro-processor in Jodhpur, Rajasthan. It is primarily in the business of processing guar gum. The market volatility in demand and prices have shot up due to…
Abstract
Hindustan Gum is an agro-processor in Jodhpur, Rajasthan. It is primarily in the business of processing guar gum. The market volatility in demand and prices have shot up due to the need of guar gum in the new and growing shale gas fracking, primarily in the US. Hindustan Gum has been trying to respond to this by considering options like expansion in processing, and contract farming for guar seed sourcing.
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Muhittin Hakan Demir and Aysu Göçer
This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.
Abstract
Subject area
This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.
Study level/applicability
The material is intended for senior level students of business administration, logistics and similar departments. An intermediate knowledge of supply chain, purchasing and inventory concepts is required; therefore, the case is better suited for students who have taken one-semester courses on supply chain management and inventory management. This case can be used in graduate courses as part of discussions on physical distribution, supply chain design/redesign, risk pooling through process optimization.
Case overview
Within the global market, establishing the right business model where cost of operations is optimized has become key for competitiveness. This necessitates the simultaneous consideration and reevaluation of production, inventory and transportation interactivities within the integrated supply chain. We first discuss the business procurement model of a multinational company with emphasis on critical aspects of the current structure. An alternative model brought into consideration by the managers of the company considers consolidation of shipments through supply hubs and distribution to regional manufacturers. We present an analysis based on perspectives of company managers for and against this new business model. We finally provide numeric evidence on relevant costs of both models in order to enhance further discussion on redesign decisions.
Expected learning outcomes
The discussion regarding the case will provide a better understanding of key concepts of supply chain integration and coordination as well as the significance of the optimization of underlying processes.
Supplementary materials
Teaching notes.
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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.
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This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…
Abstract
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.
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Tim Coltman, Peter Reynolds, Frank Schlosser and Alan Thorogood
AGL Energy operates in one of the most fiercely competitive markets in the world. Demand is volatile with high customer churn rates and supply procurement is real time with huge…
Abstract
AGL Energy operates in one of the most fiercely competitive markets in the world. Demand is volatile with high customer churn rates and supply procurement is real time with huge price variability. These characteristics make supply chain management difficult and the case study describes how information is used to match supply with demand.
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Işık Özge Yumurtacı Hüseyinoğlu, Deniz Kurtay, İrem Aşar and Serra Dilmaç
In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics…
Abstract
Learning outcomes
In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics requirements almost halved the annual number of shipments and the time needed for operation and documentation activities. In addition, reduced carbon emissions made this an environmentally friendly transportation model, in line with trends in society.
Case overview/synopsis
The basis for this case study was the analysis of Whirlpool Turkey’s transportation system for materials used in the production of white goods. Data obtained through fieldwork and cooperation with company consultants showed that some suppliers have high annual logistics costs. This inefficiency causes time loss and increases the total distance traveled and thus carbon emissions. In the case study, the current application created inefficiency in cost and time management, and therefore, after determining the factors that increase costs, different transportation solutions were developed accordingly.
Complexity academic level
This case is particularly designed for undergraduates in the final semester of management courses that specialize in supply chain and operation management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
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