Logistics

Case Solution for Nokia India: Battery Recall Logistics

Complete Case details are given below :

Case Name : Nokia India: Battery Recall Logistics

Authors : Charles Dhanaraj, Narendar Sumukadas, P. Fraser Johnson, Monali Malvankar

Source : Ivey Publishing

Case ID : W11082

Discipline : International Business

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case provides an opportunity for students to develop practical knowledge of the role of operations management in a product recall situation, particularly in an emerging market context. Product recalls are an integral part of supply chain management (SCM). Companies inevitably face a question of when, not if, a recall will be necessary. These situations combine the complexity of operations with the time-urgency of a mission-critical task. The case also provides a rich context to learn about the interaction of SCM, information systems and reverse logistics, and to understand the marketing, logistics and communication challenges faced by a multinational company operating in an emerging market such as India.The case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in the Indian mobile devices. India, incidentally, was also Nokia’s second largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery, resulted in panic in customers after the Indian media widely publicized the potential dangers that defective batteries could pose.Over a three-month period, Nokia India had to recall a few million batteries and replace them with new ones.The objectives of the case include 1) developing an effective product recall / reverse logistics plan that would ensure preparedness for the challenges and urgent circumstances that might surface in a recall situation, 2) understanding the key criteria for success of product recall systems and 3) understanding the interface of management action and the logistics system under a crisis situation.

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Case Solution for Deere & Co. Worldwide Logistics

Complete Case details are given below :

Case Name : Deere & Co. Worldwide Logistics

Authors : P. Fraser Johnson

Source : Ivey Publishing

Case ID : 901D13

Discipline : Operations Management

Case Length : 06 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

As a manufacturer and distributor of agriculture equipment, as well as a broad range of construction and forestry equipment, Deere & Co. had a lot riding on the smooth flow of its logistics function. FedEx Logistics provided outsourced transportation services to 11 Deere facilities across North America. But with each of Deere’s individual business units responsible for its own logistics activities, and with each unit negotiating a separate service agreement with the FedEx facility, costs and services tended to differ across the units. Deere’s manager of logistics design asked a summer intern student to evaluate the company’s logistics agreement with FedEx, with a view to identifying opportunities for standardizing costs and services across the business units. The logistics manager is expecting a report containing details of each operation’s work flow and cost information, as well as some recommendations for updating Deere’s outsourcing arrangements with FedEx Logistics.

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Case Solution for Powell Logistics Inc.

Complete Case details are given below :

Case Name : Powell Logistics Inc.

Authors : Elizabeth M.A. Grasby, Sean Cauterman

Source : Ivey Publishing

Case ID : 909M26

Discipline : Operations Management

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president and founder of a Toronto, Ontario transportation company considers his future and that of the family-owned company in the face of major changes in the for-hire trucking industry. After 50 years in the trucking industry, the president considers simplifying operations and expanding the business or, alternatively, stepping down as president and passing control to a successor.

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Case Solution for Adani Agri Logistics Limited: Blocking the Grain Drain

Complete Case details are given below :

Case Name : Adani Agri Logistics Limited: Blocking the Grain Drain

Authors : Mohita Gangwar, K.N. Singh, Sachinder Mohan Sharma, Puneet Mehndiratta

Source : Ivey Publishing

Case ID : W14072

Discipline : Operations Management

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Adani Agri Logistics Limited (AALL) was established to execute a national project for the bulk handling of food grains through a public-private partnership with the Food Corporation of India. This project involved financing, planning, designing, constructing, operating and maintaining modern infrastructure for the bulk handling, storage and transportation of grains required for the public distribution system. Although a technology-driven supply chain solution was implemented, the benefits of this innovative supply system did not come into full fruition even after four years of operation. AALL soon realized that farmers were reluctant to accept the new storage system because it was a departure from the relationship-based transactions they were used to undertaking with traditional intermediaries. In this way, the company learned that there are cultural subtleties and traditions that must be appreciated and given consideration, along with the economic justifications. How could these traditions be respected and upheld while making way for improvement and progress?

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Case Solution for K M Trans Logistics: Workshop Operations

Complete Case details are given below :

Case Name : K M Trans Logistics: Workshop Operations

Authors : Debjit Roy, Arindam Bandyopadhyay

Source : Ivey Publishing

Case ID : W14346

Discipline : Operations Management

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Kundanmal Mukanmal Trans Logistics Pvt. Ltd. (KM) is a well-known road transportation company in Western India, operating out of its headquarters as a family business in Jaipur. It functions as a logistics provider for flatbed steel and finished automobiles (primarily four-wheeler passenger cars and light to medium cargo vehicles). The co-executive directors are grappling with large delays with the workshop repairs that are hurting the timely truck availability and causing immense customer dissatisfaction (with about 14 per cent of the trucks taking more than one day to complete their repair). The co-executive directors believe that staffing the workshop with the right number of labourers may address the issue of long repair delays – but is the issue just with the labour availability? Is the number of bays available for repair sufficient for the volume of truck repairs? What is causing the trucks to pile up at the workshop?

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Case Solution for Wheels Group: Evolution of a Third-Party Logistics Service Provider

Complete Case details are given below :

Case Name : Wheels Group: Evolution of a Third-Party Logistics Service Provider

Authors : P. Fraser Johnson, Michael Sartor

Source : Ivey Publishing

Case ID : 904D04

Discipline : Strategy

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president of Wheels Group and the founder and major shareholder of the company are evaluating alternatives for doubling the company’s revenues over the next five years. They must decide between two competing growth strategies: an asset-based growth strategy and a nonasset-based growth one. Complicating the decision is the fact that approximately 75% of the company’s revenues are currently derived from nonasset-based activity. Students can explore issues associated with developing, evaluating, and implementing business strategy within the third-party logistics industry.

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Case Solution for Jim Lander at Thamesford Logistics

Complete Case details are given below :

Case Name : Jim Lander at Thamesford Logistics

Authors : Michael Sider, Ken Mark

Source : Ivey Publishing

Case ID : 909M90

Discipline : General Management

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic’s chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager’s lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.

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Case Solution for Rethinking Distribution Logistics at VASA, Pilkington

Complete Case details are given below :

Case Name : Rethinking Distribution Logistics at VASA, Pilkington

Authors : Julio Sanchez-Loppacher, Marcelo Pancotto, Maximiliano Fernandez Vera

Source : North American Case Research Association (NACRA)

Case ID : NA0247

Discipline : Operations Management

Case Length : 25 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

By 2008, this rapid growth, compounded by limited installed glass manufacturing capacity at regional levels, had caused local supply shortages. Over the last several years, VASA’s progressively deteriorating service had damaged its former reputation for excellent service. The case explores how to reverse a disappointing delivery service that led to angry customers complaining about unfulfilled orders, late deliveries, and accusations from transportation companies that held VASA responsible for these delays. Also these accusations resulted in deterioration in relationships with transportation companies that had done business with VASA for more than 25 years. VASA’s CEO, evaluated the following options to recover its reputation: 1) take total control of distribution to customers by developing a VASA-owned delivery service; 2) reverse the situation with transportation companies by requiring them to develop delivery service management capabilities; or 3) replace these transportation companies, partially or totally, with more sophisticated logistic service providers.

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