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Unaxis Data Storage, a branch of a large European high tech company, is facing a difficult choice. Since most of its customer base is in Asia, the management has to come up with a solution to manufacture some of its products in Asia and generate some cost saving. Yet, the company wants to keep control of its supply chain and its intellectual property.

Bruynzeel Keukens, the Dutch kitchen industry leader faced a dilemma, it had audacious objectives in terms of maintaining leadership and increasing market share, yet its operations were not able to sustain such a pace any longer, it would have to be reengineered from scratch. Learning objective: This case provides a good opportunity to understand how supply chain management can have a huge impact on a company's strategy.

When appointed CEO of Novo Nordisk Engineering, Hans Ole Voigt created a vision for the company: Within five years NNE should be able to build a pharmaceutical plant in less than a year. The first reactions were quite negative, most of the employees thought such a goal was totally unrealistic. Processes were reengineered, people were coached and step by step NNE got closer to the objective. Employees became more and more energized and felt the 12 months goal was reachable. From a 30 to 36 months industry average construction time, NNE first came down to 24 then 18 and finally 11 months. By 2005 the goal was reached and the company had earned a standing reputation thanks to its accomplishments. Learning objectives: This case provides a good opportunity to learn about speed in project management. From a supply chain perspective it shows the importance of involving external partners from clients to suppliers in successful project execution. It also helps understand that even in highly regulated industries (here pharmaceutical industry) processes can be changed and improved. From a human resourced management it shows the importance both of creating energy driving employees to overcome extremely challenging projects and investing in project management training.

MAS is an apparel supplier to the world's leading brands. Beginning January 2005, a quota-free international textile trade regime will replace country-specific textile quotas for goods entering WTO member states. Small apparel manufacturers are not expected to survive - Chinese firms could corner as much as 50% of the worldwide market. The case looks at how MAS should be organized to best meet customer demands in a rapidly changing, fashion-driven industry where both speed and flexibility in operations are critical to success. How vertically integrated should MAS become? Should it invest in building a retail brand? Or should it go downstream and bring raw material suppliers in-house? Or instead focus on configuring its supply chain to optimize its existing business processes? How should MAS manage and deploy its IT systems to improve knowledge sharing and information management capabilities across the organization, and perhaps strive for a competitive edge?

Numico, Europe's second largest infant food manufacturer, refocuses its strategy on its core markets. The key is strategic change -- including new product introduction and production rationalization. To improve customer satisfaction levels and reduce costs, the company initiates two large projects, the first is aimed at visibility to demand and inventory levels--and new supply chain practices to coordinate them, with improved reaction time. The second is complete overhaul of the production and distribution process that includes plant reduction, product rationalization and shifting of production to Eastern Europe. The case looks at the challenges for their implementation, the role of a key change manager, and the future of the company.

Numico, Europe's second-largest infant food manufacturer, decides to refocus its strategy on its core markets after an ill-fated incursion into the U.S. vitamin market that has left it with large losses. An integral part of the strategy is to launch new and innovative products that address previously untapped needs. Follows the challenges facing Numico and its first supplier of finished products during the launch of the first product under the new strategy. A 2004 EFMD award winner.

Charts the strategic shifts in the go-to-market strategy of Oracle Corp., with thousands of go-to-market partners of varying sizes and business models--many of which were also its fiercest competitors. In the past, Oracle's own salesforce had played a dominant role in its go-to-market strategy; however, the new millennium brought changing market dynamics and, thus, partnerships were becoming increasingly important to Oracle's success. Oracle was forced to consider how to reinvent its partnership strategy.

Supplements the (A) case.

Focuses on quality management challenges facing Nestle and investigates potentially vulnerable areas of Nestle's supply chain. Describes Nestle's proactive approach in trying to identify its challenges and further improving its performance. Presents four parts of the organization, each facing very different challenges, ranging from traceability and manufacturing efficiency to managing diverse customers.

Given the improved overall quality standards in effect nowadays, companies risk becoming complacent about quality issues. However, with supply chains becoming longer and customers becoming more demanding, quality management continues to be a challenge to companies. Describes Nestle's approach to quality management. Reviews three highly publicized incidents that occurred at Coca-Cola, Firestone, and Snow Brand Milk Products and their dramatic impact on the company and top management. These incidents highlight the fact that quality must be seen from the total supply chain perspective with the main focus on quality in use. Can also be used to study crisis management.

Describes a decision to be made on the future of manufacturing for tape drives at Hewlett-Packard. HP has used several different manufacturing partners in the earlier versions of its products. Now HP is facing a decision to outsource manufacturing and create a virtual supply chain for the next product generation. Provides opportunities to discuss the strategic and operational challenges of outsourcing and the use of electronics manufacturing services companies in supply chain operation.

Describes the relationship between Freqon, a producer of frequency converters, and NordAlu, a supplier of extruded aluminum components, over a period of 13 years. Shows how early successes were not sufficiently followed up by improvement efforts later on. Having achieved a substantial level of interaction, joint projects, and sales during the 1990s, by 2000 the relationship was almost back to its original state of limited joint interest and tension between the two companies. Was this just a natural evolution or could the two firms have gone on to a better joint working relationship? The description of the relationship is unique, as case writers rarely have the opportunity to access information for a period of more than 10 years. A winner of the 2002 DSI Best Case Study Award.

A large medical electronics firm is refining its outsourcing policies and the new ways in which it needs to work with its suppliers. The firm begins with an objective to purchase assemblies instead of components. This objective evolves until the supplier takes over a large part of the engineering design as well as the product database creation and maintenance. Many problems are encountered, but the product comes to market and is successful. A 1999 EFMD award winner.

A large medical electronics firm's policy could not be applied as easily as the company expected. Some adjustments were necessary--depending on the items purchased, existing relationships with suppliers, and the availability of alternative suppliers. A 1999 EFMD award winner.

A large medical electronics firm develops correct policies for outsourcing. The company develops noncore technology clusters, cluster teams to manage each cluster, and an evolutionary plan for how to interact with supplier partners. A 1999 EFMD award winner.