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Looks at the introduction of statistical process control (SPC) into a distribution center servicing a department store chain. Focuses on the receiving process in the distribution center and describes the introduction of SPC methodology. Discusses run charts, pareto diagrams, and control limits.

Addresses how flow times and capacity calculations can be made for a service process such as the Bariatric Surgery Center at a clinic. Highlights how these calculations can be made for a service process just as in any manufacturing setting. Discusses the notions of critical paths and bottlenecks and what factors affect both time and capacity. Also, discusses the relative profitability of two types of bariatric surgery, the goal being to link product profitability to the process.

This case examines a company that rents and leases computers. The primary objective of the case is to provide a scenario where students can see the link between operational flow measures such as inventory, throughput, and flow time and financial flows. The case presents a scenario where a firm sees financial performance worsen even though sales increase. A link between the operational measures and financial flows allows students to understand the causes.

Describes the concept of postponement of product variety and how it may be used to match supply and demand better while lowering inventories. Discusses situations where postponement is more or less valuable. Also looks at several industry examples of postponement.

The purpose of this note is to update a person already familiar with third-party logistics companies (3PLs) on issues facing the industry, and also to provide a listing of available resources on the World Wide Web related to 3PLs. We first cover basic concepts about 3PLs, and the benefits and risks of outsourcing logistics functions to these companies. Then we discuss current issues facing 3PLs. Finally, we present a summary of some of the most important 3PL-related sites organized by content.