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Supplements the (A) case.

Describes the forces that led to the development of a logistics analysis program by the Burlington Northern Railroad. The first half of the case describes changes in industrial structure, technology, demographics, shipper practices, and government regulation that led to the general decline of the railroad industry following World War II. The remainder contains the Burlington Northern's competitive response to its changing environment, including the company's decision to develop a logistics analysis program to improve their employees' and their customers' understanding of logistics. Also contains an example of logistics cost tradeoffs.

Describes the experiences of a seasoned Burlington Northern (BN) sales representative after the introduction of ShipSmart, a decision support system developed by the BN to help its employees and customers analyze logistics problems. After a brief description of a logistics training program for sales representatives, the case describes an opportunity for new business for the BN (shipping beer from a brewery to beer distributors by rail, rather than truck) identified by the sales representative. Realizing the new business will require the coordination of logistics channel partners (the brewery, the distributors, and the railroad) as well as interfunctional coordination (between marketing, engineering, and operations) within the railroad. The sales representative weighs the complexities of the problem and considers the use of ShipSmart to demonstrate the value of switching to rail transport to the distributors and the brewery.

Describes a multiechelon distribution system for the distribution of automobile spare parts. An analyst has been hired by the Norton Auto Supply Co. to improve the company's inventory planning and control techniques. Includes demand, cost, weight, and supplier lead time information for a set of parts. Students are asked to devise an inventory control system that distinguishes between different parts based on relevant characteristics.

Presents an historical overview of the professional career of James E. Burke, chairman and CEO of Johnson & Johnson. Examines the corporation's handling of three major occurrences--the Tylenol poisonings in 1982 and 1986 and the acquisition and subsequent sale of Technicare, a maker of diagnostic imaging equipment.

Describes the structure of the insulin industry, a treatment for diabetes and Novo's strategy and competitive position in early 1982. The industry is undergoing significant change and Novo must decide how to defend and build its international position. Designed as an early case in global strategy. The class can understand how Novo has competed internationally in the past, how that relates to industry structure, and how industry changes will alter the appropriate way of competing globally. Coalitions of alliances factor into the list of strategic alternatives.

A division questions whether to retain, modify, or abandon its cost of quality system now that more direct measures of quality have been adopted. Discusses the role of quality cost measurement in a mature quality management system.

A company is considering the elimination of a product line. As part of that consideration, it must develop possible strategies for closing the division, and identify the economic and non-economic implications of the strategy. The situation is complicated by the company's need for an infusion of equity capital.

A reporter from a regional newspaper examines several major news stories that address significant recent developments at Emery Air Freight. His concerns invite discussion of the implications of Emery's apparent "no comment" policy and other factors that can lead to negative press coverage of company news.

The chairman of the second-largest Swiss multinational company is preparing for a board discussion on the impact of a constantly strengthening Swiss franc. The case raises strategic issues in terms of international competitiveness, financial reporting issues of how to report the impact of inflation and currency changes, as well as financial management issues on how to protect against adverse currency movements.

This note illustrates several data-analysis techniques that can be used to compare two groups of interval data.

Primarily an exercise in quantitative techniques-financial forecasting and simple equity valuation-this case also presents issues related to decision-making and judgments in forecasting, and handling ethical concerns. In February 1986, Alfin, an importer and marketer of perfumes, introduced a skin cream with certain purported medicinal qualities to reduce wrinkles. The product is considered a major breakthrough as an over-the-counter therapy and offers huge potential sales. Students must estimate Alfin's funding needs as a result of that growth, decide whether those needs should be financed with debt or equity, and determine the value of its common stock.

This case considers the EPA's bubble policy, which allows pollution to be managed on a plantwide basis rather than stack by stack. A pollution constraint is added to a linear-programming model that may be used to plan production and the control of pollution.

A comprehensive description of industrial distribution systems. Written from the perspective of industrial products manufacturers, concerned about building and managing channels systems for taking products from point of manufacture to point of use. Covers: 1) channels design options, 2) factors influencing design choices, 3) producer-reseller relationships, 4) distribution costs, 5) intrachannel and interchannel conflict, and 6) coping with change.

Provides an integrated discussion of the basic elements of industrial marketing strategy and develops a strategic marketing planning model. May be used as either an introductory or a summary reading for an industrial marketing course or course segment.

Gives students the opportunity to explore the effect of substantial free cash flow on corporate acquisition and operating strategies. Students are also given the opportunity to extract information from the common stock prices of the participating firms. A variety of valuation techniques are employed to assess the plausibility of a restructuring plan.

A privately owned German power tool company was dissatisfied with its existing cost system. The system could not produce timely accurate reports on cost center operations, and newly purchased automated machines were attracting large overhead costs. A new, highly automated system was designed and installed that used 600 cost centers and an appropriate activity base chosen for each center. The case shows the design of a highly accurate cost control system with flexible budgets used in both support and production cost centers.

Introduces some of the key concepts in linear programming--problem formulation, relevant costs, shadow prices, and reduced costs. The setting, while artificial, is quite typical: a company manufactures two models of trucks in four manufacturing departments; it must determine the "optimal" production mix given information on selling price, production costs, and manufacturing capacity requirements.

Gives students the opportunity to explore how a company uses the Capital Asset Pricing Model (CAPM) to compute the cost of capital for each of its divisions. The use of Weighted Average Cost of Capital (WACC) formula and the mechanics of applying it are stressed.

Follow-up to People Express (A). Describes what happened to People Express Airlines after 1985.