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Case Questions

This document outlines case questions for 16 student groups to present on and be prepared to answer. It provides: 1) Instructions for the case question presentations and evaluations. Groups will present on 3 questions from 3 cases and be evaluated both as a group and individually. 2) Summaries of 8 cases related to supply chain management for various companies. The cases cover topics like inventory management, supply chain design, and organizational changes. 3) A total of 56 case questions for the groups to prepare, with between 6-8 questions for each case. The questions analyze issues like strategy, performance, processes, and recommendations.

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Shilpa
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142 views4 pages

Case Questions

This document outlines case questions for 16 student groups to present on and be prepared to answer. It provides: 1) Instructions for the case question presentations and evaluations. Groups will present on 3 questions from 3 cases and be evaluated both as a group and individually. 2) Summaries of 8 cases related to supply chain management for various companies. The cases cover topics like inventory management, supply chain design, and organizational changes. 3) A total of 56 case questions for the groups to prepare, with between 6-8 questions for each case. The questions analyze issues like strategy, performance, processes, and recommendations.

Uploaded by

Shilpa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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CASE QUESTIONS

Note:
1. Answer to each question must be clear and to-the point in power point slides.
2. Total number of groups (both sections included) = 16; so each group will be able to present 3
questions from 3 cases.
3. However, all groups must be ready with all cases. Any group may be called upon to answer any
question from any case, not necessarily serial-wise as per group number.
Evaluation:
For each Case the evaluation will have 2 broad components:
A. Group Component (same marks for all group members who are present on the day):
a. Conceptual clarity (5 marks)
b. Relating case to theory (5 marks)
c. Handling questions (5 marks)
B. Individual Component:
d. Active participation/ question-answer (5 marks)
The same evaluation pattern will be followed for all cases and the average marks (out of 20) will be
taken for final grading.
Supply Chain Management at World Co. Ltd.
1. What is SPARCS system? Examine World’s inventory and financial performance to
understand how successful the system was.
2. Examine the features of fashion apparel retailing in Japan. How can a company use its supply
chain to compete in this environment?
3. Explain how the organization structure at World supported its supply chain strategy. Explain
how World used its information systems as a key driver to improve its supply chain
performance.
4. Identify salient aspects of World’s manufacturing process that helped World achieve the
desired level of responsiveness in its supply chain.
5. Explain the method of initial demand forecast and aggregate demand forecast at World.
6. Explain the Obermeyer Method used at World for SKU level forecasts.
7. Explain the Accurate Response Approach used for inventory and production planning at
World.
8. Can the World’s supply chain processes be replicated at other apparel companies? Identify
features of the supply chain that are, and are not, worth replicating by other companies.

Dell Inc.: Improving the flexibility of Desktop PC supply Chain


1. Explain the direct model of Dell Inc. What was the problem the company was facing in mid-
2005?

2. What is the importance of contract manufacturers in the PC supply chain? Compare and
contrast the role of contract manufacturers in the supply chain of Dell vis-à-vis other
American PC makers.

1
3. Why does L5 incur higher manufacturing and logistics costs than L6? What are some of the
costs that are incurred in L5 but not in L6? Are there any costs that apply to only L6 but not
L5?

4. Explain the root causes of increasing L5 manufacturing.

5. Which of the six proposed manufacturing solutions should Dell implement, based on the
survey result? Why? What are the pros and cons of this recommendation?

6. How easily sustainable is your recommendation for the previous question if the chipset
supply shortage further deteriorates?

7. How good is the methodology employed by the BPI team to determine the optimal
manufacturing option for Dell? Are there more effective approaches?

8. How can Dell effectively address the root causes contributing to the increase of L5
manufacturing?

Indian Railways: Building a permanent legacy


1. How efficient is the Indian Railways (IR) network?
2. Should government be in the transportation business? Use proper reasons to substantiate
your answer. You may compare with some other countries like China/ Germany where it is
nationalized and US where it is privately owned.
3. “Indian Railways was on the brink of bankruptcy in 2001”. What was wrong? What were the
factors, you think, that contributed to this situation?
4. Do you think the factors that contributed to bankruptcy of Indian Railways in 2001 apply to
any state owned enterprises (SOE) which are, in general, considered to be relatively less
efficient when compared to private companies? Give reasons and examples to support your
answer.
5. What were the reforms undertaken by the then Railway Minister Sri Lalu Prasad Yadav that
led to the impressive turnaround of IR since 2004?
6. If the Indian Railways were a private company and you were hired as a consultant to
revamp the company in 2004, what would you recommend? How would your
recommendations differ from those adopted by the then railway minister and his Officer on
Special Duty?

7. Do you think the reforms brought in by Sri Lalu Prasad Yadav could be long lasting? Give
reasons for both why they could be and they could not be expected to be long lasting.

8. Analyse the effectiveness of the reforms from what actually happened in Indian Railways
after the reforms.

Solectron: From contract manufacturer to global supply chain integrator


1. Explain how the outsourcing requirements of OEMs evolve during the time period from
1970s to 2001. Did the benefits they derived from outsourcing also change during the same
period?

2
2. Explain how Solectron’s value creation for its customers evolved over the years through
expanded roles and scope of its offerings.

3. ‘Solectron’s corporate culture, and its overriding emphasis on quality, was an essential
element of its success.’ Explain.

4. How did global expansion and technological developments contribute to Solectron’s ability
to move from a contract manufacturing supplier to a supply chain integrator?

5. Comment on the ‘new business model’ of acquisitions that Solectron introduced in 1992. How
did the company successfully integrate these acquisitions?

6. How did Solectron change its organizational structure to facilitate end-to-end supply chain
management?

7. Examine the drivers that led to the difficult situation Solectron faced in 2001.

8. Comment on the short term and long term measures that the company took during the
business downturn of 2001. What measures would you have taken in the same situation?

Global Supply Chain Management


Wal-Mart
1. Other than the need to expand, what other reasons would Wal-Mart have for opening stores
globally? Why would the company want a strong centralized control of its stores? Why
would it want strong local control of stores?

2. What were the major problems Wal-Mart faced during the initial years of operations in
South America? What were the major drivers of these problems?
Li & Fung
3. “Managing dispersed production forced us to get smart about dissecting the value chain.”
Explain.

4. When large manufacturing companies manage their own supply chains, how does it help to
lower markdowns for the retailers?

5. Explain the role of Li & Fung in shortening the buying cycle and how does it help them to
lower the cost in the supply chain?

6. How is the organization of Li & Fung different from others in the industry? How does this
help the company achieve its strategic objectives?

7. What were the basic changes that took place in Li & Fung as it grew over the years both in
size and geographic scope? What effort did the company take to hold the organization
together?

3
8. With advent of IT, doing business became both easier and difficult for the company. How
did the company envisage reconciling with the new systems and also retaining the
traditions they had built over the years?

Ford Motor Company: Supply Chain Strategy


(Background reading: The power of virtual integration: Interview with Michael Dell)
1. Will you buy a car online? Consider the experiences that you (or your friends or family
members) have had in buying a car. Compare these with the experiences of buying a
computer online (if you have never done this, go to Dell’s website and explore how online
computer buying works). What do you think explains the differences?

2. What is virtual integration and what benefits Dell derives from virtual integration? How
important are these advantages in the auto business?

3. Compare the enterprise models of Dell & Ford. Do you think the financial performances the
two firms are linked to their enterprise models?

4. What do you think is the ideal use of internet in the auto-business vis-à-vis its use in PC
industry (you may focus on marketing & distribution, production & purchasing, after sales
service, new product development)?

5. What historical legacies and operational issues do you think will affect Ford’s ability to move
to a Built-to-order model?

6. What practical challenges must Ford address as it tries to establish internet linkages with its
supply base and its customers?

7. What are the customer responsiveness initiatives that Ford took to position the company
favorably for success?

8. If you were Teri Takai, what would you recommend to senior executives (about possible steps
it may take for virtual integration)? To what extent should Ford emulate Dell’s business
model?

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