個案總覽

Given explosive growth in technologies for drug discovery, how does Merck remain competitive in an industry that is fragmented and continues to consolidate?

Describes a dramatic decrease in service levels (on-time shipments) from the warehouse network of a large electronics distributor. Students need to analyze the root cause of the problem and propose actions. A rewritten version of an earlier case.

Describes the development of WholesalerDirect, a B2B electronic commerce venture in the plumbing, heating, cooling, and piping industry. Adam Berger, the CEO, is trying to raise funding to roll out the company's e-commerce platform to the industry's more than 3,000 wholesalers. But amid the sinking stock market, no one is ready to commit funds. WholesalerDirect has valuable assets and a solid idea, but how can it communicate these attributes to potential investors?

Supplements the (A) case. A rewritten version of an earlier case.

Describes the evolution of Dialpad, a voice-over-Internet-protocol telephony company. Set in September 2000, CEO Brad Garlinghouse faces a dilemma: what to do about the large number of international users who use Dialpad to call the United States for free. He must also continue to develop Dialpad in the face of strong competition and a negative investment environment.

Supplements the (A) case.

Discusses U.S. and Japanese innovation systems. Illustrates these with comparative studies of computer and pharmaceutical industries. Probes effects of labor, capital, and customer market institutions on these sectors in the United States and Japan.

Describes a new CIO trying to manage a denial of service (DOS) attack against his e-retailing business. The attack and its aftermath provide students an opportunity to discuss the business issues that are interwoven with computer security issues.

Supplements the (A) case.

Supplements the (A) case.

Blinds To Go (BTG), a Montreal-headquartered producer of made-to-order window coverings, had made the decision to enter the Florida market by opening eight retail stores. As a result of this decision, the senior vice-president (SVP) of operations for BTG was faced with the dilemma of deciding if and when an assembly plant should be built to support these and future Florida retail stores. The most recent plant, built in Lakewood, New Jersey, had experienced operational problems during its startup, resulting in the eventual replacement of most of the supervisory staff and a significant portion of the plant employees. This led to additional start-up costs and customer service problems. Faced with this expansion into Florida, the SVP set about devising an operating plan that would achieve the goals of the Florida expansion without the growing pains of past efforts. As the stores were to be opened in six months, a plan would have to be finalized soon.

Your crucial new product is on the fast track, when suddenly a problem develops that threatens to derail it. Time to bring in the cheetah team.

The Internet was supposed to make it possible for anybody anywhere to get anything anytime. Instead, it's magnified suppliers' miscalculations into global shortages. But if the Net caused these supply chain woes, it's also the solution, says the CEO of a supply-chain software manufacturer.

In 1995, Lucent Technologies' supply chain in Asia had many problems: long lead times, high cost, poor reliability, high inventories, and poor technical support of customers and local Asian operations. This was, in many ways, a result of the historical supply of Asia from the United States. Local Asian facilities had been established as market-entry vehicles and provided some high-level assembly and test, but the supply chain was organized around U.S. production and support. A substantial--and very successful--supply chain redesign was completed in 1996, providing more Asian content. However, continuing changes in the marketplace, suppliers, and the manufacturing environment suggested that the supply chain was no longer optimal.

The eSupplyChain group has been recently formed with Quantum Corp.'s Hard Disk Drive Group to evaluate Internet/IT-based approaches to improving supply chain performance. The Hard Disk Drive Group has endured several quarters of poor financial performance and has already embarked on a number of supply chain initiatives. The eSupplyChain group has been tasked with extending these and with understanding how to take advantage of eHITEX, a Web-based exchange just founded by a group of high-tech manufacturers, including Quantum. Quantum and the eSupplyChain group must decide which initiatives to pursue, and how to work with all involved stakeholders, both internal and external, to execute them successfully. The case also highlights the role of IT platforms both within and outside the firm.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Regional Asia-Pacific Case Writing Competition</strong></p><br>Spin Master Toys was a Canadian manufacturer of toys ready to produce its latest product, E-Charger, an electrically powered model airplane. The operations manager had to decide which supplier should design and manufacture this new product. The timeframe from design to delivery was very short, requiring an accelerated development schedule. The company had a short list of two potential companies, both located in the major toy manufacturing district of southern China, near Hong Kong. The operations manager had to develop the appropriate criteria for this decision and evaluate the two suppliers. With relatively little information and already behind schedule, the company must make its decision in the face of considerable uncertainty. The supplemental cases Spin Master Toys (B): A New E-Chargers Supplier? (product 9B01D002) and Spin Master (C): Keeping the E-Chargers' Wings On (product 9B01D003) follow the progress and the challenges of the production of the E-Charger.

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. A manufacturer had been selected to produce Spin Master Toys' new product, E-Charger. Two weeks into the product design process, the operations manager was concerned because the manufacturer's progress was unsatisfactory and that, as a result, Spin Master Toys would likely miss its shipping date for the product launch. His options were to push ahead with the current supplier, try to negotiate with the other company that quoted on the contract, or look for yet another supplier. He had to evaluate the options and the impact each would have on meeting the shipping date. This is the second in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 9B01D001) and Spin Master Toys (C): Keeping the E-Chargers' Wings On (product 9B01D003).

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. A few weeks after production started on Spin Master Toys latest product, E-Chargers, an electrically powered model airplane, the operations manager had to deal with a persistent and serious quality problem; up to 30 per cent of the current production of the wings were substandard. He knew he had to do something fast. The company could not afford any more supply problems. This is the third case in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 9B01D001) and Spin Master Toys (B): A New E-Chargers Supplier? (product 9B01D002).

Spin Master Toys was a Canadian manufacturer of toys ready to produce its latest product, E-Charger, an electrically powered model airplane. The operations manager had to decide which supplier should design and manufacture this new product. The timeframe from design to delivery was very short, requiring an accelerated development schedule. The company had a short list of two potential companies, both located in the major toy manufacturing district of southern China, near Hong Kong. The operations manager had to develop the appropriate criteria for this decision and evaluate the two suppliers. With relatively little information and already behind schedule, the company must make its decision in the face of considerable uncertainty. The supplemental cases Spin Master Toys (B): A New E-Chargers Supplier? (product 901D02) and Spin Master (C): Keeping the E-Chargers' Wings On (product 901D03) follow the progress and the challenges of the production of the E-Charger.

A manufacturer had been selected to produce Spin Master Toys' new product, E-Charger. Two weeks into the product design process, the operations manager was concerned because the manufacturer's progress was unsatisfactory and that, as a result, Spin Master Toys would likely miss its shipping date for the product launch. His options were to push ahead with the current supplier, try to negotiate with the other company that quoted on the contract, or look for yet another supplier. He had to evaluate the options and the impact each would have on meeting the shipping date. This is the second in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 901D01) and Spin Master Toys (C): Keeping the E-Chargers' Wings On (product 901D03).