Social and political issues in the US health care system, along with near-record employment levels, had led to a high employee turnover rate throughout the industry in 2019. In October, after Brownspeed Health Care, a consultative service, received numerous requests from its clients for assistance, the chief analytical officer was asked to prepare a report on how the company could help its clients address the problem. The first phase of the plan was to use the Consumer Price Index for urban wage earners and clerical workers as part of a low-risk strategy to enhance employee compensation and deploy wide-scale retention strategies and forecasting services.

Social and political issues in the US health care system, along with near-record employment levels, had led to a high employee turnover rate throughout the industry in 2019. In October, after Brownspeed Health Care, a consultative service, received numerous requests from its clients for assistance, the chief analytical officer was asked to prepare a report on how the company could help its clients address the problem. The first phase of the plan was to use the Consumer Price Index for urban wage earners and clerical workers as part of a low-risk strategy to enhance employee compensation and deploy wide-scale retention strategies and forecasting services.

Regulus Solar Power Inc., headquartered in Phoenix, Arizona, had continued to experience financial growth over the past decade, thanks in large measure to the environmental movement and declining solar panel prices. The expansion of renewable resources was one of the lynchpins of the environmental movement sweeping the United States. Since its founding in 2010, Regulus Solar Power Inc. had focused on installing solar powered systems throughout the Southwest United States, primarily on residential and commercial applications. By 2018, however, revenues had gone flat due in largely to the rapid expansion of the largest solar panel installer in the United States into Regulus Solar Power Inc.'s traditional marketplace. The company's management team wished to examine the impact of lowering prices on revenues and assess the opportunities for more fully engaging environmental movement groups.

Regulus Solar Power Inc., headquartered in Phoenix, Arizona, had continued to experience financial growth over the past decade, thanks in large measure to the environmental movement and declining solar panel prices. The expansion of renewable resources was one of the lynchpins of the environmental movement sweeping the United States. Since its founding in 2010, Regulus Solar Power Inc. had focused on installing solar powered systems throughout the Southwest United States, primarily on residential and commercial applications. By 2018, however, revenues had gone flat due in largely to the rapid expansion of the largest solar panel installer in the United States into Regulus Solar Power Inc.’s traditional marketplace. The company’s management team wished to examine the impact of lowering prices on revenues and assess the opportunities for more fully engaging environmental movement groups.

Since its founding in 2014, Malus Analytics International (MAI), a US-based player in the analytics consulting industry, had focused on helping its clients move to cloud-based computing and database management. However, by 2018, this strategy had left many of MAI's customers vulnerable to "Shadow IT," an information technology (IT) phenomenon where employees used computing devices, data, and software that were not provided, approved, or sanctioned by an organization's IT department for work. Twenty of MAI's top clients had experienced data breaches as a result of the use of unsanctioned applications. In response, MAI's management team needed to develop a collaborative plan to help ameliorate the natural tensions between the chief information officers and the end-users. The plan needed to balance security requirements and resource management with innovation and flexibility.

Since its founding in 2014, Malus Analytics International (MAI), a US-based player in the analytics consulting industry, had focused on helping its clients move to cloud-based computing and database management. However, by 2018, this strategy had left many of MAI's customers vulnerable to “Shadow IT,” an information technology (IT) phenomenon where employees used computing devices, data, and software that were not provided, approved, or sanctioned by an organization’s IT department for work. Twenty of MAI’s top clients had experienced data breaches as a result of the use of unsanctioned applications. In response, MAI's management team needed to develop a collaborative plan to help ameliorate the natural tensions between the chief information officers and the end-users. The plan needed to balance security requirements and resource management with innovation and flexibility.

In 2017, Equuleus Car Sharing Inc. (ECS) was a relatively new player in the rental car industry, with annual revenues approaching US$100 million. ECS had experienced significant growth since its founding in 2014 due to its focus on low prices and a mix of high-demand vehicle types-specifically, minivans, sport utility vehicles, sedans, and economy cars. ECS management wished to examine the opportunity to purchase new vehicles through financing versus the traditional method of paying cash for dramatically expanding the fleet size. The goal was to develop a fleet purchasing strategy that maximized the present value of net income.

In 2017, Equuleus Car Sharing Inc. (ECS) was a relatively new player in the rental car industry, with annual revenues approaching US$100 million. ECS had experienced significant growth since its founding in 2014 due to its focus on low prices and a mix of high-demand vehicle types–specifically, minivans, sport utility vehicles, sedans, and economy cars. ECS management wished to examine the opportunity to purchase new vehicles through financing versus the traditional method of paying cash for dramatically expanding the fleet size. The goal was to develop a fleet purchasing strategy that maximized the present value of net income.

Rougir Cosmetics International (RCI), founded in 2010 and with headquarters in California, experienced double-digit growth for several years. At a board meeting in June 2016, RCI’s chief executive officer (CEO) announced a large new order that represented a major opportunity to further expand into the ever-growing home shopping cosmetic business sector. However, the firm did not have the capacity to meet this transaction along with its normal business production schedule. Therefore, the only short-term possibility was to outsource some work to a third-party supplier. RCI had tried to avoid this in the past because of the proprietary nature of the company’s product line. The board cautioned the CEO and asked how much of the pending order might have to be subcontracted out. The CEO had one week to complete an analysis using RCI’s new analytics-based resource management system, and provide a recommendation.

Rougir Cosmetics International (RCI), founded in 2010 and with headquarters in California, experienced double-digit growth for several years. At a board meeting in June 2016, RCI's chief executive officer (CEO) announced a large new order that represented a major opportunity to further expand into the ever-growing home shopping cosmetic business sector. However, the firm did not have the capacity to meet this transaction along with its normal business production schedule. Therefore, the only short-term possibility was to outsource some work to a third-party supplier. RCI had tried to avoid this in the past because of the proprietary nature of the company's product line. The board cautioned the CEO and asked how much of the pending order might have to be subcontracted out. The CEO had one week to complete an analysis using RCI's new analytics-based resource management system, and provide a recommendation.

The president of Cloud Syzygy Technologies (CST) had recently returned from the Pacific Telecommunications Council conference, where he discussed ways in which cloud computing had transformed industries. He knew that in the future, the real opportunities lay in the cloud and not in traditional internal IT solutions. As the executive in charge of CST, he wished to develop a plan to grow the business, which would include a clear message to his customers about the merits of cloud computing. He recognized that cloud computing provided many opportunities and risks for corporations seeking to take advantage of new and innovative technologies. He was tasked with presenting a ranking and assessment of CST's new products to the board at the next meeting.

The president of Cloud Syzygy Technologies (CST) had recently returned from the Pacific Telecommunications Council conference, where he discussed ways in which cloud computing had transformed industries. He knew that in the future, the real opportunities lay in the cloud and not in traditional internal IT solutions. As the executive in charge of CST, he wished to develop a plan to grow the business, which would include a clear message to his customers about the merits of cloud computing. He recognized that cloud computing provided many opportunities and risks for corporations seeking to take advantage of new and innovative technologies. He was tasked with presenting a ranking and assessment of CST’s new products to the board at the next meeting.

At a Jilltronics Systems board meeting in 2015, the chief executive officer (CEO) indicated an interest in reviewing the firm’s supply chain strategy in light of increasing product and service demand. Jilltronics, a regional player in the U.S. home security market with sales approaching $100 million annually, had experienced significant growth in both the new housing and retrofit markets. The CEO expressed his desire to take a more analytical approach in developing the supply chain strategy that might include expanding the number of vendors. He reported to the board that this initiative could pose some risks due to the challenges associated with managing multiple suppliers. The board meeting concluded with the CEO tasking the chief analytics officer with developing a vendor selection assessment plan and reporting her findings at the next board meeting.

At a Jilltronics Systems board meeting in 2015, the chief executive officer (CEO) indicated an interest in reviewing the firm's supply chain strategy in light of increasing product and service demand. Jilltronics, a regional player in the U.S. home security market with sales approaching $100 million annually, had experienced significant growth in both the new housing and retrofit markets. The CEO expressed his desire to take a more analytical approach in developing the supply chain strategy that might include expanding the number of vendors. He reported to the board that this initiative could pose some risks due to the challenges associated with managing multiple suppliers. The board meeting concluded with the CEO tasking the chief analytics officer with developing a vendor selection assessment plan and reporting her findings at the next board meeting.

Trionym Systems, a designer and manufacturer of 3-D printers, was enjoying soaring sales. Trionym’s chief executive officer (CEO) presented a plan for acquiring a new production facility to address the expected demand for the firm’s latest 3-D printer, the RB-5000, which was presently under beta testing. He expressed reservations with respect to considerable uncertainty both in terms of market size and production costs. Accordingly, he wished to use the latest prescriptive analytics techniques to ensure that the decision to expand was the right one. The chief analytics officer was tasked with assessing the proposed project and had to report his findings at the next board meeting.

Trionym Systems, a designer and manufacturer of 3-D printers, was enjoying soaring sales. Trionym's chief executive officer (CEO) presented a plan for acquiring a new production facility to address the expected demand for the firm's latest 3-D printer, the RB-5000, which was presently under beta testing. He expressed reservations with respect to considerable uncertainty both in terms of market size and production costs. Accordingly, he wished to use the latest prescriptive analytics techniques to ensure that the decision to expand was the right one. The chief analytics officer was tasked with assessing the proposed project and had to report his findings at the next board meeting.

A senior vintner at Landhills Winery (Landhills) has been put in charge of developing an optimal blending plan for the upcoming season. This assignment is the result of a recent Landhills board meeting where the chief executive officer presented her ideas regarding the use of analytics for enhancing profits while at the same time not affecting quality. Specifically, the use of resource optimization could significantly improve Landhills's profitability. Industry reports have indicated that a growing number of major wineries are using analytics to assist in the wine-blending process. The board meeting concluded with the CEO tasking the senior vintner with developing an analysis and reporting back his findings to the board at next month's meeting.

A senior vintner at Landhills Winery (Landhills) has been put in charge of developing an optimal blending plan for the upcoming season. This assignment is the result of a recent Landhills board meeting where the chief executive officer presented her ideas regarding the use of analytics for enhancing profits while at the same time not affecting quality. Specifically, the use of resource optimization could significantly improve Landhills’s profitability. Industry reports have indicated that a growing number of major wineries are using analytics to assist in the wine-blending process. The board meeting concluded with the CEO tasking the senior vintner with developing an analysis and reporting back his findings to the board at next month’s meeting.

Green Mills Inc. operates several lumber mills throughout the Northwestern United States that produce a variety of wood products. The company is currently considering expanding operations to Chile as a vehicle for reducing the costs of raw materials. In that regard, the management team is interested in analyzing the cost implications as a vehicle to properly assess this backward integration strategy. More specifically, management wishes to evaluate several different aggregate planning policies including level, chase and mixed policies.

Green Mills Inc. operates several lumber mills throughout the Northwestern United States that produce a variety of wood products. The company is currently considering expanding operations to Chile as a vehicle for reducing the costs of raw materials. In that regard, the management team is interested in analyzing the cost implications as a vehicle to properly assess this backward integration strategy. More specifically, management wishes to evaluate several different aggregate planning policies including level, chase and mixed policies.