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In October 2021, Todd Tucker, senior vice-president of Market Development and general counsel for Arrive Mobility Inc. (Arrive), a Chicago-based provider of last-mile mobility solutions, met with Beth Diaz, innovation director for Sapphire Parking (Sapphire). Sapphire, a parking company based in Seattle, Washington, was struggling to remain in business due to the changing needs of modern society and a shift to a work-from-home culture. While Tucker believed he could generate better business opportunities for garage owners like Sapphire through technology, after his meeting with Diaz, he realized that gaining buy-in from Sapphire’s operational leaders would be an uphill battle. Technology could be confusing, and technological inertia existed. Tucker’s challenge was to convince Diaz’s field team to try new methods for monetizing Sapphire’s parking spaces while bringing the business into a more modern mindset.

In October 2021, Todd Tucker, senior vice-president of Market Development and general counsel for Arrive Mobility Inc. (Arrive), a Chicago-based provider of last-mile mobility solutions, met with Beth Diaz, innovation director for Sapphire Parking (Sapphire). Sapphire, a parking company based in Seattle, Washington, was struggling to remain in business due to the changing needs of modern society and a shift to a work-from-home culture. While Tucker believed he could generate better business opportunities for garage owners like Sapphire through technology, after his meeting with Diaz, he realized that gaining buy-in from Sapphire's operational leaders would be an uphill battle. Technology could be confusing, and technological inertia existed. Tucker's challenge was to convince Diaz's field team to try new methods for monetizing Sapphire's parking spaces while bringing the business into a more modern mindset.

Founded in 2013 by sisters Shelby, Jackie, and Amy Zitelman, Philadelphia-based Soom Foods (Soom) aimed to educate US consumers on tahini and make the product a staple in US pantries. By 2021, the business had grown into a multimillion-dollar revenue company and had achieved national distribution through an omni-channel sales effort. However, Soom’s reliance on the single-source Ethiopian Humera sesame seed to prepare its high-quality tahini had begun to pose challenges. When Ethiopia’s inter-ethnic conflicts emerged in 2020, the Zitelman sisters foresaw possible disruptions and uncertainties in their business, especially when those challenges were combined with the supply-chain logistics issues that emerged as a result of the global pandemic in 2021. Soom was forced to reconsider its long-term business strategy: Given the threat of a potentially insufficient future sesame seed supply, should Soom use diversification in its supply chain? If so, how should diversification be applied across the supply chain while still maintaining a good return on investment? Furthermore, how could all of this be done before the next harvesting cycle?

Founded in 2013 by sisters Shelby, Jackie, and Amy Zitelman, Philadelphia-based Soom Foods (Soom) aimed to educate US consumers on tahini and make the product a staple in US pantries. By 2021, the business had grown into a multimillion-dollar revenue company and had achieved national distribution through an omni-channel sales effort. However, Soom's reliance on the single-source Ethiopian Humera sesame seed to prepare its high-quality tahini had begun to pose challenges. When Ethiopia's inter-ethnic conflicts emerged in 2020, the Zitelman sisters foresaw possible disruptions and uncertainties in their business, especially when those challenges were combined with the supply-chain logistics issues that emerged as a result of the global pandemic in 2021. Soom was forced to reconsider its long-term business strategy: Given the threat of a potentially insufficient future sesame seed supply, should Soom use diversification in its supply chain? If so, how should diversification be applied across the supply chain while still maintaining a good return on investment? Furthermore, how could all of this be done before the next harvesting cycle?

In 2021, the head of cold storage for North America at A. P. Moller–Maersk (Maersk) was assigned the challenging task of meeting cold-storage requirements for a key client. Increasing demand for frozen food, coupled with many consumers adopting “hoarding” behaviour after the outbreak of the COVID-19 pandemic in 2020, heightened pressure on already-strained cold-storage facilities across the United States. To show the value of adopting Maersk’s end-to-end logistics services, the head of cold storage and his team had to develop a flexible operational plan for the client. The task was especially difficult in such a hot market, but gaining the trust of this client was critical for Maersk’s goal of establishing a strong hold in the US cold-storage market.

In October 2018, Yehuda Katzman, vice-president of marketing and business development at design house Inbal Dror, was attending the 2018 New York Bridal Fashion Week event, where Inbal Dror and its direct competitors revealed their spring lines to distinct buyers. As in previous years, Katzman had lined up meetings with interested retailers and wanted to make sure they appreciated the unique nature of Inbal Dror's designs and the quality of its craftsmanship and the raw materials it used. Katzman also wanted to ensure that the couture brand was recognized for its dependability, sincerity, and understanding of different cultures. Travelling from Israel to participate in international bridal shows was a costly undertaking, and it was critical for Katzman to identify new retailers to continue expanding Inbal Dror's global reach. His challenge this time was to successfully penetrate the vast markets of China and the Far East-a challenge that could, if successful, generate incredible growth.

In October 2018, Yehuda Katzman, vice-president of marketing and business development at design house Inbal Dror, was attending the 2018 New York Bridal Fashion Week event, where Inbal Dror and its direct competitors revealed their spring lines to distinct buyers. As in previous years, Katzman had lined up meetings with interested retailers and wanted to make sure they appreciated the unique nature of Inbal Dror’s designs and the quality of its craftsmanship and the raw materials it used. Katzman also wanted to ensure that the couture brand was recognized for its dependability, sincerity, and understanding of different cultures. Travelling from Israel to participate in international bridal shows was a costly undertaking, and it was critical for Katzman to identify new retailers to continue expanding Inbal Dror’s global reach. His challenge this time was to successfully penetrate the vast markets of China and the Far East—a challenge that could, if successful, generate incredible growth.

BDP International Inc. (BDP), one of the world’s leading privately-held freight logistics companies, provided chemical shipping services to eight of the top ten global chemical companies. In April 2021, it contracted with a chemical company for two shipping orders, each to a different destination, and each with a set number of containers to be shipped every month for a year. The containers were filled with a chemical used in the electronics industry. This was one of the biggest logistical challenges faced by BDP’s vice-president of Government and Industry Affairs and its director of Transportation, especially because the ongoing COVID-19 pandemic had disrupted the global shipping industry.<br><br>After having sorted out and arranged for the shipping, a few containers belonging to BDP’s client were engulfed in a fire that broke during the vessel’s voyage across the Atlantic Ocean. The containers and their contents were damaged beyond recovery. BDP had to scramble again to plan transportation, this time deciding how to inform the client, deal with possible late penalties and damage fees, and make whole on the order.

BDP International Inc. (BDP), one of the world's leading privately-held freight logistics companies, provided chemical shipping services to eight of the top ten global chemical companies. In April 2021, it contracted with a chemical company for two shipping orders, each to a different destination, and each with a set number of containers to be shipped every month for a year. The containers were filled with a chemical used in the electronics industry. This was one of the biggest logistical challenges faced by BDP's vice-president of Government and Industry Affairs and its director of Transportation, especially because the ongoing COVID-19 pandemic had disrupted the global shipping industry. After having sorted out and arranged for the shipping, a few containers belonging to BDP's client were engulfed in a fire that broke during the vessel's voyage across the Atlantic Ocean. The containers and their contents were damaged beyond recovery. BDP had to scramble again to plan transportation, this time deciding how to inform the client, deal with possible late penalties and damage fees, and make whole on the order.

Burlap & Barrel was an upcoming and successful public benefit corporation based in the Queens borough of New York City that imported spices from foreign farms and sold them to restaurants, gourmet food stores, home cooks, and other food services in the United States and other markets. In March 2020, when COVID-19 gripped the world and forced most food establishments to close down temporarily, the two co-founders of Burlap & Barrel saw an instant drop in their revenues because half of their sales volume normally came from restaurants. To stay afloat in the pandemic, they changed their focus from wholesale channels to a direct-to-consumer business model. Media coverage in major outlets helped demand increase, but the shift from wholesale to direct-to-consumer raised many supply chain inefficiencies in sourcing, storing, packaging, and transportation. In early 2021, as restaurants began gradually reopening, the two B&B co-founders became concerned about meeting the growing demand from both direct-to-consumer and restaurant orders while retaining their core ethical, environmental, and business values.

Burlap & Barrel was an upcoming and successful public benefit corporation based in the Queens borough of New York City that imported spices from foreign farms and sold them to restaurants, gourmet food stores, home cooks, and other food services in the United States and other markets. In March 2020, when COVID-19 gripped the world and forced most food establishments to close down temporarily, the two co-founders of Burlap & Barrel saw an instant drop in their revenues because half of their sales volume normally came from restaurants. To stay afloat in the pandemic, they changed their focus from wholesale channels to a direct-to-consumer business model. Media coverage in major outlets helped demand increase, but the shift from wholesale to direct-to-consumer raised many supply chain inefficiencies in sourcing, storing, packaging, and transportation. In early 2021, as restaurants began gradually reopening, the two B&B co-founders became concerned about meeting the growing demand from both direct-to-consumer and restaurant orders while retaining their core ethical, environmental, and business values.

In October 2015, the co-founder and chief executive officer (CEO) of Tender Greens faced his most difficult decision yet: should the company continue to pay a premium price for sustainably sourced beef, or should it switch to conventionally raised beef to boost profit margins and improve the company’s prospects for national growth? Tender Greens, a thriving fast-casual restaurant chain in California, was ready to expand its operation to the East Coast with backing by equity investors. As the expansion plans grew closer, the CEO began to address the foreseeable supply chain issues that his company would face with the next level of expansion. The company had faced sustainably raised beef supply shortages before, but this time the CEO had more stakeholders to satisfy. He faced a dilemma, one that required him to weigh competing stakeholder interests, the company’s stated values, and significant financial implications to arrive at the best long-term outcome for the company. What would be the best way for the company to achieve scale while maintaining a commitment to food that was local, sustainable, and affordable?

In October 2015, the co-founder and chief executive officer (CEO) of Tender Greens faced his most difficult decision yet: should the company continue to pay a premium price for sustainably sourced beef, or should it switch to conventionally raised beef to boost profit margins and improve the company's prospects for national growth? Tender Greens, a thriving fast-casual restaurant chain in California, was ready to expand its operation to the East Coast with backing by equity investors. As the expansion plans grew closer, the CEO began to address the foreseeable supply chain issues that his company would face with the next level of expansion. The company had faced sustainably raised beef supply shortages before, but this time the CEO had more stakeholders to satisfy. He faced a dilemma, one that required him to weigh competing stakeholder interests, the company's stated values, and significant financial implications to arrive at the best long-term outcome for the company. What would be the best way for the company to achieve scale while maintaining a commitment to food that was local, sustainable, and affordable?

Located in Mt. Laurel, New Jersey, RLS Logistics offered temperature-controlled logistics solutions. On a Tuesday morning in October 2019, RLS Logistics' business development manager learned that a large baked goods manufacturer was seeking a logistics provider who could lower the bakery's transport costs and alleviate problems with delivery delays. The delays, in particular, were blocking the bakery's attempts to improve its relationship and scale up operations with big-box retailers such as Walmart Inc.. RLS Logistics' business manager secured a meeting with the bakery for the following Monday. In the meantime, he and his team needed to analyze delivery data from the bakery and prepare a delivery model that would showcase RLS Logistics' value and appeal to the bakery.

Located in Mt. Laurel, New Jersey, RLS Logistics offered temperature-controlled logistics solutions. On a Tuesday morning in October 2019, RLS Logistics’ business development manager learned that a large baked goods manufacturer was seeking a logistics provider who could lower the bakery’s transport costs and alleviate problems with delivery delays. The delays, in particular, were blocking the bakery’s attempts to improve its relationship and scale up operations with big-box retailers such as Walmart Inc.. RLS Logistics’ business manager secured a meeting with the bakery for the following Monday. In the meantime, he and his team needed to analyze delivery data from the bakery and prepare a delivery model that would showcase RLS Logistics’ value and appeal to the bakery.

Presentation to accompany product 8B20D026.

Presentation to accompany product 8B19D002.

Tucker Company Worldwide Inc. (TCW), located in Haddonfield, New Jersey, specialized in providing supply chain logistics solutions to companies in the energy, pharmaceuticals, and food sectors; and to government organizations. On Friday, June 1, 2018, TCW's president and chief operating officer received a bidding solicitation from a refinery in Reading, Pennsylvania. He tasked his most responsible carrier sales manager with responding to the bid. Both men knew that winning this bid was important for the company and would be a valuable gain. However, the bid needed to be submitted by the end of the day, and the sales manager was challenged with how to effectively showcase TCW's value, address all practical transport options, and remain consistent with the company's core practices.

Tucker Company Worldwide Inc. (TCW), located in Haddonfield, New Jersey, specialized in providing supply chain logistics solutions to companies in the energy, pharmaceuticals, and food sectors; and to government organizations. On Friday, June 1, 2018, TCW’s president and chief operating officer received a bidding solicitation from a refinery in Reading, Pennsylvania. He tasked his most responsible carrier sales manager with responding to the bid. Both men knew that winning this bid was important for the company and would be a valuable gain. However, the bid needed to be submitted by the end of the day, and the sales manager was challenged with how to effectively showcase TCW's value, address all practical transport options, and remain consistent with the company’s core practices.