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B&W Systems designs and distributes a variety of management software products through the Internet and retail outlets such as Best Buy. The company is considering the development of an Internet-based forecasting system designed specifically for new start-up and small business owners. The company’s primary concern with the product is timing and the possibility of new market entrants. The director of operations has been tasked with reviewing the timely implementation of the new product, including estimated completion times and costs, and presenting his findings to the board.

B&W Systems design and distribute a variety of management software products through the Internet and retail outlets such as Best Buy. The company is currently considering the development of an Internet-based forecasting system, and wishes to effectively manage the project. This system is designed specifically for the new start-up or small business owner. The project manager, after consulting with the technical staff and reviewing historical efforts, has developed the task descriptions, time estimates and immediate predecessor (IP) relations. The project manager plans to use existing software components during the development phase as a means of keeping project costs and the overall timeframe within bounds. Nevertheless, multiple task time estimates were formulated due, in part, to the inherent uncertainties associated with software development.

The director of operations at Avalanche Corporation was faced with some major decisions. The firm was experiencing considerable difficulties in matching supply with demand. As a result, the company was overproducing and had to sell the excess at a loss. At a recent board meeting, the vice president of marketing reported on a new snowboard product, the Avalanche Racer. She presented her rationale for introducing a new ski product at this time by highlighting the growth of the ski equipment sales over the past five years. The board meeting concluded with the general manager tasking the director of operations with developing an analysis and reporting back his findings to the board the following week.

The director of operations at Avalanche Corporation was faced with some major decisions. The firm was experiencing considerable difficulties in matching supply with demand. As a result, the company was overproducing and had to sell the excess at a loss. At a recent board meeting, the vice-president of marketing reported on a new snowboard product, the Avalanche Racer. She presented her rationale for introducing a new ski product at this time by highlighting the growth of the ski equipment sales over the past five years. The board meeting concluded with the general manager tasking the director of operations with developing an analysis and reporting back his findings to the board the following week.

This case summarizes some of the challenges - managerial and technical - associated with transitioning to an activity-based costing (ABC) model. The primary objective of this case is to introduce the student to the rationale and mechanics behind the ABC accounting approach and to explore the untoward consequences of using traditional accounting methods.

WoodSynergy Inc. had become a midsize player in the fine woods supplier industry. The firm purchased stock woods from a number of producers and processed them to meet specific customer specifications. WoodSynergy had recently launched a number of IT-based supply chain management initiatives and was interested in assessing the current progress. The senior management at WoodSynergy had long felt that efficiency improvements to the firm's supply chain could be made through increased information integration. This case introduces the student or student teams to the growing role of information technology in supply chain management.

This case summarizes some of the challenges - managerial and technical - associated with transitioning to an activity-based costing (ABC) model. The primary objective of this case is to introduce the student to the rationale and mechanics behind the ABC accounting approach and to explore the untoward consequences of using traditional accounting methods.

WoodSynergy Inc. had become a midsize player in the fine woods supplier industry. The firm purchased stock woods from a number of producers and processed them to meet specific customer specifications. WoodSynergy had recently launched a number of IT-based supply chain management initiatives and was interested in assessing the current progress. The senior management at WoodSynergy had long felt that efficiency improvements to the firm's supply chain could be made through increased information integration. This case introduces the student or student teams to the growing role of information technology in supply chain management.

Spreadsheet for product 9B07B006.

Mapleleaf Corporation is a mid-size player in the paper products industry. The firm has recently become aware that growing demand will soon outstrip its present production capacity. The primary objective of this case is to introduce students to the world of capacity planning and optimization.

Mapleleaf Corporation is a mid-size player in the paper products industry. The firm has recently become aware that growing demand will soon outstrip its present production capacity. The primary objective of this case is to introduce students to the world of capacity planning and optimization.

Trans Global Corporation is a multinational company facing a complex set of inter-related problems including: international financial reporting standards, impact of a country's EU status, functional currency decisions, currency translation methods, exchange rates and impact of using derivatives to hedge currency changes.

Trans Global Corporation is a multinational company facing a complex set of inter-related problems including: international financial reporting standards, impact of a country's EU status, functional currency decisions, currency translation methods, exchange rates and impact of using derivatives to hedge currency changes.