Business Harvard Review Case Study

GLIB 3197: Global Business Logistics

Case-Study Instructions,

Case Questions are provided in page no. 7

Instructions for Case-Write up

1. Section 1- Introduction & Background: Start the case write-up with a summary of the case (minimum of 1 page and maximum of 2 pages)

2. Section 2 – Perspectives: This section describes the key people in the case as well as from external sources found. Describe the roles of each, and their leadership qualities (it may not be present in the case – do some research) (minimum of two-third of a page and a maximum of 1.5 pages)

3. Section 3- Connection to Logistics & Supply Chain: This section describes how this case and this company are related to logistics; tie it to the learnings in class, and the chapters in the book. What are some of the logistical functions this company would require to focus? (minimum of two-third of a page and a maximum of 1.5 pages)

4. Section 4 – Analysis: This section will describe the SWOT analysis from the case perspective (do not describe SWOT about the company. The SWOT should focus on the current case being discussed). Apart from the SWOT you will have pick one of these supply chain & Logistics theories and explain this case problem on the basis of one of these theories ( please note that not all theories applies for all the cases- feel free to google search to learn more about them and apply it to the case) , if you are unsure please check with the Instructor: (i) Resource-based view (RBV), (ii) Transaction cost analysis (TCA), (iii) Knowledge-based view (KBV), (iv) Strategic choice theory (SCT) (v) Agency theory (AT), (vi) Channel coordination, (vii) Institutional theory (InT), (viii) Systems theory (ST), (ix) Network perspective (NP), (x) Materials logistics management (MLM), (xi) Just-in-time (JIT), (xii) Material requirements planning (MRP), (xiii) Theory of constraints (TOC), (xiv) Total quality management (TQM), (xv) Agile manufacturing, (xvi) Time-based competition (TBC), (xvii) Quick response manufacturing (QRM), (xviii) Customer relationship management (CRM), (xix) Requirements chain management (RCM), (xx) Available-to-promise (ATP), (xxi) Order management system (OMS) (Minimum of 2.5 pages and maximum of 4 pages)

5. Section 5 – Issues, Actions and Consequences (this should include the questions that were asked): address all the issues the case has including the questions that were asked along with possible course of action and its consequence. You can use the format as issues followed by multiple actions and consequences. (minimum of 2.5 pages and a maximum of 4 pages)

Minimum length of written case: 7.5 pages (Times New Roman 12 Font Size, 1.5 line spacing, 1 inch margin on all sides)

Maximum length of written case: 13 pages (Times New Roman 12 Font Size, 1.5 line spacing, 1 inch margin on all sides)

Appendix: can contain figures and tables to explain the written portion

References: if using external sources please cite them in references.

1. Relate individuals (CEO, manager etc.) in the case to specific problems, and if one or more those individuals are responsible for any issues, you will need to mention them

2. Combine the knowledge of the company that you have gained by reading the case with the knowledge outside the reading (searching on the company website, reading any magazine articles, or any other information) of case study.

3. Propose possible solutions to actions and consequences if those actions are taken by the company. Please note the actions might be also forming the solutions that you propose for the case questions.

 

 

 

 

 

 

 

CASE QUESTIONS

1- Wal-Mart China: Sustainable Operations Strategy

Presentation Case Questions:

1. Why do customers patronize Wal-Mart China stores? What does sustainability mean to them and how important is it?

2. How should sustainability be incorporated in vendor selection and evaluation? How could vendors be encouraged to participate in Wal-Mart China’s sustainability initiatives?

3. What are the distinguishing features of Wal-Mart China’s distribution system? How does it achieve relatively high availability with similar levels of stock (weeks cover) to other companies?

4. How can Wal-Mart improve sustainability in its distribution and retail operations (consider “reduce, reuse, and recycle,” as well as innovation)?

5. How should Wal-Mart China relate to the government and employees in advancing sustainability?

2 – Scotts Miracle-Gro: The Spreader Sourcing Decision

Presentation Case Questions:

1. What are the strategic risks and benefits of outsourcing production of the Temecula plant to a contract manufacturer(s) in china?

2. Financially compare two of the options (stay in Temecula, outsource to china). Include all possible relevant financial measures and explicitly state important factors not included in the financial analysis. Provide a brief assessment of the offshoring option.

3. What should Scotts do? Defend your answer.

 

 

 

3- ECCO A/S – Global Value Chain Management

Presentation Case Questions:

1. Describe the competitive environment of ECCO and Determine how well ECCO is positioned (vis-à-vis the competitors) to take advantage of changes in the industry?

2. ECCO has a fully integrated vertical value chain. What are the pros and cons of this strategy? What economic and strategic factors should be analyzed to answer this question?

3. Analyze the ECCO’s global value chain. How well does the configuration match the drivers in industry?

4. How is family ownership affecting ECCO?

4- Toyota: The Accelerator Crisis

Presentation Case Questions:

1. What were the drivers of Toyota’s accelerator crisis? Why was Toyota facing a recall crisis?

2. In pursuing its global expansion, what tradeoffs did Toyota make? How effectively did they manage the tension between global standardization and local responsiveness? Did they manage their value chain activities effectively?

3. What should Akio Toyoda do now to restore Toyota’s reputation and position Toyota for sustainable competitive advantage?

4. What lessons can other companies take from Toyota’s crisis?

5 – Zara: IT for fast Fashion

1. How do you advice salgado to proceed on the issue of upgrading Zara’s POS systems?

· Should the company upgrade the POS terminals to modern operating system?

· Should the company build in-store networks?

· Should the company give employees the ability to look up inventory balances for items in their own stores?

· Should the company give employees the ability to look up inventory balances for items in other stores?

2. What is Zara’s business model? How’s it different from the business model of other large clothing retailers? What weaknesses, if any, do you see within this business model? Is this scalable?

3. What information does Zara need to operate its business model?