Solution

Case Solution for Scotts Miracle-Gro: The Spreader Sourcing Decision
Complete Case details are given below :
Case Name :      Scotts Miracle-Gro: The Spreader Sourcing Decision
Authors :           John Gray, Michael Leiblein, Shyam Karunakaran
Source :             Ivey Publishing
Case ID :            908M78
Discipline :        Operations Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Scotts Miracle-Gro company is the world’s largest marketer of branded consumer lawn and garden products, with a full range of products for professional horticulture as well. Headquartered in Marysville, Ohio, the company is a market leader in a number of consumer lawn and garden and professional horticultural products. The case describes a series of decisions regarding the ownership and organization of the assets used to manufacture fertilizer spreaders. This case is intended to illustrate the application of and tradeoffs between financial, strategic and operations perspectives in a relatively straightforward manufacturing “make-buy” decision. The case involves a well-known, easily-described product that most students would assume is made overseas. Sufficient information is provided to roughly estimate the direct financial cost associated with internal (domestic) production, offshored (non-domestic) production and outsourced production. In addition, information is included that may be used to estimate potential transaction costs as well as costs associated with foreign exchange risk.
 
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Case Solution for Pro Clean, Tennessee
Complete Case details are given below :
Case Name :      Pro Clean, Tennessee
Authors :           Jim Kayalar
Source :             Ivey Publishing
Case ID :            908M91
Discipline :        Operations Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The owner of a carpet cleaning operation in Tennessee is urgently looking for solutions, after his business expansion project has failed. The owner has emulated the business model of a well-established competitor, hoping that what has worked for his competitor would also work for him. The business is churning cash fast as a result of the additional cost of personnel and equipment and could face bankruptcy in the near future.
 
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Case Solution for Blackshop Restaurant
Complete Case details are given below :
Case Name :      Blackshop Restaurant
Authors :           John S. Haywood-Farmer, Karim Moolani, Michelle Peng
Source :             Ivey Publishing
Case ID :            909D01
Discipline :        Operations Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2008, the owners of the Cambridge, Ontario-based Cerny Hospitality Group (CHG) were considering the purchase and implementation of OpenTable’s reservation management software in three of their restaurants, including the Blackshop Restaurant. It was thought that the software could aid in more effectively managing customer demand due to its ability to allow on-line reservations and its data-gathering capability, an improvement over its current manual reservation system. CHG was a family-owned and operated business and had achieved considerable success with its personal touch with clients. When considering the purchase of the software, CHG had concerns about the potential cost and return on investment, in addition to the strategic fit for this company that placed much emphasis on the human-touch and personal interaction with customers.
 
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Case Solution for Wal-Mart China: Sustainable Operations Strategy
Complete Case details are given below :
Case Name :      Wal-Mart China: Sustainable Operations Strategy
Authors :           David Robb, Ben Hopwood, Lei Wang, Jun Cheng
Source :             Ivey Publishing
Case ID :            908D09
Discipline :        Operations Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A German expatriate had moved to China in 2005 to take up a merchandising position at the Wal-Mart China headquarters in Shenzen. By 2008 he had been promoted to the new position of senior director for sustainability for Wal-Mart China (retail) and Global Procurement. His new position required that he lead the rapidly-approaching inaugural Wal-Mart Sustainability Summit. The senior director must ensure that Wal-Mart China’s five Strategic Value Networks (SVNs), which were tasked with leading sustainability change within the organization, continued to engage stakeholders by implementing innovative solutions that not only cut costs but also lead to more sustainable operations. The case describes Wal-Mart China’s operations (including purchasing, distribution and retail) in the context of the company’s desire to improve sustainability in a manner appropriate to China. The immediate issue is to identify opportunities to improve the sustainability of Wal-Mart China’s distribution systems and retail operations.
 
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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 PRC & Peter Ross
Complete Case details are given below :
Case Name :      PRC & Peter Ross
Authors :           Frederick Keenan, Peter Ross
Source :             Ivey Publishing
Case ID :            909M29
Discipline :        Operations Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The multi-million dollar technology licensing agreement was in danger of falling apart. It was late September 2001; some months previously, The University of Western Ontario’s (UWO’s) Industry Liaison Office had signed a conditional agreement with a major pharmaceutical company operating throughout the People’s Republic of China (PRC). The agreement permitted the company to utilize specific technology developed at UWO in health products to be marketed throughout the PRC. The agreement was conditional upon ratification being signed not later than October 31, 2001 – but, within that period, terrorists attacked the World Trade Center and the Pentagon. In the months immediately following September 11, 2001, the appetite of the PRC for buying Western technology had greatly diminished, and the PRC Ministry of Foreign Trade and Economic Development continued to delay ratification of the agreement. UWO’s legal counsel, Peter Ross, was asked by his university to lay out the framework and possible alternative courses of action within which a decision could be made as to what the university could do in this situation. The learning objectives of the case are: 1) to become aware of the forms of intellectual property (IP) that can be involved in international cooperation, the potential difficulties and risks involved in sharing IP, the types of agreements that can be drawn up to minimize the risks, and the legal frameworks within which disagreements can be resolved 2) to become aware of how different partner countries respect or allegedly disregard rights to IP and commercial transactions generally 3) to develop strategies for coping in this environment.
 
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Case Solution for Netcare’s International Expansion
Complete Case details are given below :
Case Name :      Netcare’s International Expansion
Authors :           Saul Klein, Albert Wocke
Source :             Ivey Publishing
Case ID :            909M05
Discipline :        Operations Management
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2008, the acquisition of the General Healthcare Group (GHG) in the United Kingdom had propelled Netcare Limited (Netcare) from a predominantly South African operation into one of the largest private hospital groups in the world. One of Netcare’s key long-term goals was to deliver innovative, quality health-care solutions to patients in every continent. Recent South African parliamentary legislation had introduced the potential for regulated pricing and collective bargaining in medical centers, which could change the industry structure and possibly affect Netcare’s strategy. As acquisition at home would be increasingly subject to stringent scrutiny from competition regulators, Netcare wondered what the impact of global acquisition would have on executing its strategy. What lessons could be learned from the GHG acquisition, how could those lessons be leveraged for further international growth, and what continent would be best suited to expansion? The case illustrates the international expansion strategies of Netcare, and illustrates the challenges of operating in an emerging market. The ability to overcome these challenges is the basis of a competitive advantage when entering developed markets.
 
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Case Solution for Long Wang Sha Tan Ku Company
Complete Case details are given below :
Case Name :      Long Wang Sha Tan Ku Company
Authors :           Peter C. Bell, Anna Galica, Vincent Fung, Lothair Ling, Pik-Kei Chan
Source :             Ivey Publishing
Case ID :            909E08
Discipline :        Operations Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief operation officer (COO) of Long Wang Sha Tan Ku Company, a boardshorts manufacturer based in Shanghai, China, was expected to present a plan to improve the company’s profitability through adjustments to the company’s operations. There were at least three possible paths to increase profitability. First, reviewing how production was scheduled between the company’s two manufacturing facilities. Second, since the company operated at capacity during busy times, he thought that it might be beneficial for the company to expand capacity in one of its manufacturing facilities. Finally, the COO wondered whether some price adjustments could help out of the company’s supply chain and increase contribution.
 
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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 Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Complete Case details are given below :
Case Name :      Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Authors :           Marleen Dieleman, Shawkat Kamal
Source :             Ivey Publishing
Case ID :            909M49
Discipline :        Operations Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case narrates the story of the Rodamas Group, owned by the ethnic Chinese Tan family in Indonesia. The company started as a trading firm in 1951 and, over time, became a joint venture partner in manufacturing businesses with a range of mainly Japanese partners after Indonesia started to embark on an industrialization program in the late 1960s. In the 1980s, the company was slowly transferred to the second generation leader, and continued to grow and prosper until it became part of the top-20 business groups in Indonesia. The businesses included glass manufacturing (with Asahi), personal care products (with Kao), packaging (with Dai Nippon) and MSG production. The role of Rodamas in these partnerships was to deal with local regulations, hire local personnel and distribute the products in Indonesia. When the then President Suharto was toppled in the Asian Crisis in 1998, Indonesia underwent several drastic changes, including the transition to democracy. Its economy became more open, and foreign firms were allowed to operate in the country without having a local partner. In addition, several global business developments, including the tendency of multinationals to rely on lawyers and consultants rather than local equity partners, threatened the Rodamas business model. In view of this, the current leader, Mucki Tan, is reconsidering the future of his company and weighing a few options. The case ends with these strategic options: 1) internationalize with existing partners; 2) develop own businesses that need little technology, such as property; 3) buy existing manufacturing firms; 4) focus on distribution of products for foreign multinationals; 5) focus on a traditional partnership role with a new wave of foreign direct investment (FDI) from developing market multinationals, more specifically, China. Students are asked to analyze the company and its environment, decide on a strategic direction and reflect on the consequences.
 
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