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The Indian Premier League (IPL), a professional league for Twenty20 (T20) cricket championships was started in 2008, in India. The IPL was initiated by the Board of Control for Cricket in India (BCCI) with eight franchises comprising players from around the world. Franchises acquired players through an English auction that was conducted every year; however, there were several rules imposed by the IPL. The prices of IPL players ranged from as low as $20,000 to more than $2 million for a tournament played over 7 weeks. Three of the nine IPL teams appeared in the list of the 50 highest paid sports teams in the world in a survey conducted by sportingintelligence.com in May 2012. The IPL teams had several restrictions on how much money they could spend on acquiring their players, and it was important that they spend their money wisely to put together a successful team, after gauging the true value of a player. The performance of the players could be measured through several metrics. Although the IPL followed the T20 format of the game, it was possible that the performance of the players in the other formats of the game, such as test and one-day matches, could influence player pricing. Anecdotal evidence suggests that factors such as batting strike rate, bowling strike rate, economy rate, and ability to take wickets; drive the price of players. The focus of this case is to understand the true value of a cricket player, which can be used during the player auctions.

The Madurai District Cooperative Milk Producers' Union Ltd. also known as Madurai Aavin Milk Dairy (MAMD) has been one of the largest dairies in the southern part of Tamil Nadu, India. One of the major activities in the MAMD's supply chain was to procure milk from the farmers and also to provide necessary technical input facility to them. The procurement was carried out by forming village-level milk producers' cooperative societies (MPCS). The supply of raw milk to MAMD from the farmers around Madurai is decreasing, whereas the demand is increasing. Several strategies are explored by Aavin to meet the demand for their main product, "premium milk". Aavin faces two challenges: 1. Forecasting the demand for premium milk and 2. Meeting the demand in an optimal manner that would maximize their profit.

This case presents a supply chain management challenge faced by Hindustan Aeronautics Ltd. (HAL) in one of their aircraft door export project to a leading aircraft manufacturer located outside India. As per the contract, HAL has to deliver each aircraft door in a period specified by the aircraft manufacturer. Delivery of door outside this window attracts a penalty. The protagonist has to make decisions regarding when exactly to start the door's main assembly to overcome variability in the assembly of doors, how much inventory to maintain for 1222 parts that are used in the door assembly, how to manage variability in processing times, how to handle outsourcing, and how to manage parts with shelf life that are used in the door assembly. Students will have to use analytical tools to come up with decisions for the aforementioned questions. The case also provides an opportunity for the students to compare the complex nature of an aerospace supply chain with other industries such as automobiles. The case is suitable for supply chain management course as well as advanced operations management course at MBA as well as for executive program.