Management

Case Solution for ForeFront Manufacturing: Production Processes and Change Management in Mainland China

Complete Case details are given below :

Case Name : ForeFront Manufacturing: Production Processes and Change Management in Mainland China

Authors : Chris J. Piper, Nigel Goodwin

Source : Ivey Publishing

Case ID : 906D20

Discipline : Operations Management

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

ForeFront Wood Products produces high-quality wooden door sets. The company faces capacity constraints and inefficiencies resulting from its processes and culture. As a consequence, it struggles to be profitable. ForeFront’s parent company, ForeFront Holdings, plans an initial public offering in 2007. It has recently hired a new operations manager with the mandate to turn the factory around. As the operations manager begins his job he tours the manufacturing facilities to gather information on production processes and factors affecting capacity, cost, and conformance. Describes the firm’s manufacturing and managerial processes. Many issues are covered, including high costs, low yields, unreported defects, and equipment that fails to operate near its rated capacity. Organizational and change management challenges, including high employee turnover, excessive use of overtime, and failure of supervisors to observe or report employee errors are also described.

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Case Solution for TSC Stores: Supply Chain Management for Profitable Growth

Complete Case details are given below :

Case Name : TSC Stores: Supply Chain Management for Profitable Growth

Authors : P. Fraser Johnson

Source : Ivey Publishing

Case ID : 909D05

Discipline : Operations Management

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In May 2007, the chief operating officer at TSC Stores in London, Ontario, asked the director of distribution to evaluate the company’s supply chain strategy and make recommendations to the board of directors. The chief operating officer was concerned about the ability of the company’s supply chain to support the corporate business plan, which called for 20 per cent annual growth over the next three years. Preliminary analysis indicated that TSC would need more distribution capacity by first quarter 2008, which gave the director of distribution only six to eight months to evaluate options and implement a plan. The chief operating officer and the board would want to know the process and schedule that the director of distribution intended to follow to deal with the evolving capacity demands in distribution.

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Case Solution for Saskatchewan Provincial Park Campsite Management and Reservation System

Complete Case details are given below :

Case Name : Saskatchewan Provincial Park Campsite Management and Reservation System

Authors : Nicole R.D. Haggerty, William Bonner

Source : Ivey Publishing

Case ID : W11174

Discipline : Operations Management

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The manager of Visitor Services with Saskatchewan Park Services (Park Services) was thinking ahead to next year, even though 2011 was still four months away. Park Services had experienced a number of turbulent years around the provincial park campground reservation system. While the problems experienced were largely invisible to the public placing reservations for campgrounds, over the years the behind the scenes machinations required to process campground reservations has placed an onerous burden on Park Services staff, both in Regina and the local provincial parks. Additionally, the present system severely limited the type of services that could be developed for tourists and campers due to the lack of quality data on campers. While steps had been taken in 2009 and 2010 to address some of the major problems surrounding the campground reservation system, serious issues remained that required action. This was particularly true when the system in place in Saskatchewan was compared to new campground reservation systems recently employed in Alberta, Manitoba and the federal national park system. The manager reflected on the turbulent 2008 season, the relative calm in 2009 due to the success of the temporary fixes and the new issues that had arisen in 2010. She was feeling the need to move forward and decide on a more permanent solution that resolved the operational problems of the present reservation system while also laying the foundation for improved services for campers.

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Case Solution for Supply Chain Management at International Automotive

Complete Case details are given below :

Case Name : Supply Chain Management at International Automotive

Authors : Katrin Haarer, Nahide Hannane, Leonardo Zapata-Flores, Joo Y. Jung

Source : Ivey Publishing

Case ID : W11452

Discipline : Operations Management

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Paul Salinas had just finished moving into his new office in Reynosa, Mexico. He closed the door and sat down, taking a moment to remember how his career had started with International Automotive Company. As he was finishing his engineering studies, Salinas had received a job opportunity as a trainee in the summer of 1995. That was in the company’s Querétaro plant, in his hometown. This initial position as an administrative assistant was not necessarily exciting but he held on, knowing there was great potential for him to build his career within the company. During this time, Salinas was trained internally (six months of initial training followed by several specific training sessions per year) and sent to the company’s headquarters in Germany before spending some time in the plant in Detroit as well. In Germany, he received a six months long training, which was followed by annual training sessions that lasted several weeks each time. Training in Detroit took places about three times a year, and lasted a few weeks at a time as well. He was familiarized with the technical and business aspects of running a manufacturing plant as he moved from promotion to promotion, and had held the position of operations manager for five years in Querétaro before moving to Reynosa. Apart from his remarkable career track, Salinas had the advantage of speaking Spanish, English and German. All of these qualities made him the perfect candidate to rebuild the entire supply chain in the plant that the company had just acquired from Motor Company II in Reynosa, Mexico in 2009.

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Case Solution for Quality Management in the Oil Industry: How BP Greases Its Machinery for Frictionless Sourcing

Complete Case details are given below :

Case Name : Quality Management in the Oil Industry: How BP Greases Its Machinery for Frictionless Sourcing

Authors : Martin Lockstrom, Shen Li, Shengrong Zhang

Source : Ivey Publishing

Case ID : W12835

Discipline : Operations Management

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

It was the cold winter of 2010 in Shanghai, and Dr. Zeb Feng was becoming increasingly frustrated. As procurement director for Asia at British Petroleum (BP), Dr. Feng was acutely aware of the growing burden that quality control imposed over his company’s global operations. Chinese suppliers were masters of cost-cutting, but quality often suffered as a result, which led in turn to increasing needs for inspection and development efforts. Almost five years ago, Dr. Feng’s company established an international procurement office (IPO) in Shanghai, which served as a shared service centre for internal customers throughout the BP organization worldwide. Since that time, the IPO had been mainly sourcing non-hydrocarbon goods and services, such as manufacturing equipment and materials, packaging, catalysts, chemicals and additives, marketing products and retail equipment, as well as drilling services and well-completion services. After a corporate board meeting with Christina De Luca, the vice-president of procurement and supply-chain management for BP’s downstream operations, it had been decided that the company would start to enhance its global competitive sourcing. As the number one supplier market in the world, China was naturally highly prioritized for further exploration. The pressing point that concerned Dr. Feng was whether Chinese suppliers were sufficiently ready to supply mission-critical supplies for oil drilling, extraction and refining. During a recent conference call, De Luca had reiterated, “Zeb, our competitors are way ahead of us in their sourcing operations, and they have achieved much lower costs. We’ve got to do something!” Dr. Feng put down the receiver and went back to his office to gather his team for a planning meeting. He knew that supply quality was the key issue, but how could it be resolved?

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Case Solution for ISS & Nordea: Facility Management in the Nordic Region

Complete Case details are given below :

Case Name : ISS & Nordea: Facility Management in the Nordic Region

Authors : Torben Pedersen, Bent Petersen

Source : Ivey Publishing

Case ID : W12890

Discipline : Operations Management

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Nordea Bank has emerged as the largest financial group in the Nordic region. As part of their consolidated approach, Nordea top management has made the strategic decision to outsource a number of the company’s peripheral activities, such as catering, security and cleaning, in order to focus more on the core business, banking. In Denmark, Finland and Sweden, the peripheral activities have been outsourced to one of the leading players in the facility management (FM) market, the global service provider ISS. The relationship between Nordea and ISS on delivering of facility services has a long history, but a new contract was successfully concluded by the end of 2010. Consequently, ISS was chosen as Nordea’s FM partner and would continually be providing Nordea with a scope of supportive services across 20 locations in the Nordic region. From 2010 and onwards, a significant switch was made to an output-based focus in the contract, where it was the quality of the delivered services that were specified rather than how to achieve this level of quality, i.e. the input. The change into an output based contract was seen as a new beginning of the relationship that required significant changes on both sides in terms of mentality, organization of work, governance structures and, not least, adjustments of expectations. Both the view of the customer (Nordea) and the supplier (ISS) are presented and contrasted in the case.The case examines the financial, organizational and managerial challenges met by an international company outsourcing peripheral activities to a global facility service provider. Many of the tensions related to the collaboration and the different aims of the two companies are illustrated in the case, and so is the mutual learning and building of trust in the relationship.

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Case Solution for Half a Century of Supply Chain Management at Wal-Mart

Complete Case details are given below :

Case Name : Half a Century of Supply Chain Management at Wal-Mart

Authors : P. Fraser Johnson, Ken Mark

Source : Ivey Publishing

Case ID : W12894

Discipline : Operations Management

Case Length : 23 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A stock analyst is preparing a recommendation on what his firm, a large U.S. investment house, should do with its stake in Wal-Mart Stores, Inc. Wal-Mart, the world’s largest retailer, was trying to recover from a series of missteps that had seen competitors such as Dollar Stores and Amazon.com close the performance gap. Competitors had copied many aspects of Wal-Mart’s distribution system, from cross-docking product to eliminate storage time in warehouses, positioning stores around distribution centres, and widespread adoption of electronic data interchange (EDI), to manage ordering and shipping from suppliers.

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Case Solution for Project Management Analysis in the Internet Forecasting Industry

Complete Case details are given below :

Case Name : Project Management Analysis in the Internet Forecasting Industry

Authors : Owen Hall, Kenneth Ko

Source : Ivey Publishing

Case ID : W12041

Discipline : Operations Management

Case Length : 03 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

B&W Systems design and distribute a variety of management software products through the Internet and retail outlets such as Best Buy. The company is currently considering the development of an Internet-based forecasting system, and wishes to effectively manage the project. This system is designed specifically for the new start-up or small business owner. The project manager, after consulting with the technical staff and reviewing historical efforts, has developed the task descriptions, time estimates and immediate predecessor (IP) relations. The project manager plans to use existing software components during the development phase as a means of keeping project costs and the overall timeframe within bounds. Nevertheless, multiple task time estimates were formulated due, in part, to the inherent uncertainties associated with software development.

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Case Solution for Gino SA: Distribution Channel Management

Complete Case details are given below :

Case Name : Gino SA: Distribution Channel Management

Authors : Terry H. Deutscher, Alan Wenchu Yang

Source : Ivey Publishing

Case ID : 902A13

Discipline : Strategy

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Gino SA is a manufacturer of burner units that are sold through exclusive contracts with distributors. As a result, the three distributors have significant bargaining power with Gino. A leading boiler manufacturer, who is currently purchasing through a distributor, has approached Gino to receive OEM treatment (a further discount by purchasing the burners direct from the manufacturer in return for a commitment to purchase a percentage of their burners from Gino). In deciding whether to pursue the company’s first direct OEM relationship, the marketing manager must consider the impact of his decision on the distributors, the competition, and the company’s corporate management.

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Case Solution for Innovation Without Walls: Alliance Management at Eli Lilly and Company

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Case Name : Innovation Without Walls: Alliance Management at Eli Lilly and Company

Authors : Charles Dhanaraj, Marjorie Lyles, YuPeng Lai

Source : Ivey Publishing

Case ID : 907M15

Discipline : Strategy

Case Length : 25 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The newly appointed executive director of the Office of Alliance Management (OAM) at Eli Lilly and Company (Lilly) was returning to his office after his first meeting with his supervisor, the senior vice-president of Corporate Strategy and Business Development (CSBD). The executive director had been promoted to the position just a week earlier, and now the senior vice-president has asked him to conduct a complete review of the OAM strategy. The senior vice-president made it clear that it was fine to leave the strategy as it currently existed, or to change it radically if the situation warranted. Now the executive director must decide what Lilly should do to build and maintain its leadership in alliance capability.

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