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As Commonwealth Bank (CommBank) CEO Matt Comyn delivered the full financial year results in August 2021 over videoconference, it took less than two minutes for him to make his first mention of the organization's Customer Engagement Engine (CEE), the AI-driven customer experience platform. With full cross-channel integration, CEE operated using 450 machine learning models that learned from a total of 157 billion data points. Against the backdrop of a once-in-a century global pandemic, CEE had helped the Group deliver a strong financial performance while also supporting customers with assistance packages designed in response to the coronavirus outbreak. Six years earlier, in 2015, financial services were embarking on a transformation driven by the increased availability and standardization of data and artificial intelligence (AI). Speed, access and price, once key differentiators for attracting and retaining customers, had been commoditized by AI, and new differentiators such as customization and enhanced interactions were expected. Seeking to create value for customers through an efficient, data-driven practice, CommBank leveraged existing channels of operations. Angus Sullivan, Group Executive of Retail Banking, remarked, "How do we, over thousands of interactions, try and generate the same outcomes as from a really in-depth, one-to-one conversation?" The leadership team began to make key investments in data and infrastructure. While some headway had been made, newly appointed Chief Data and Analytics Officer, Andrew McMullan, was brought in to catalyze the process and progress of the leadership's vision for a new customer experience.

Guangzhou KingMed Diagnostics was the leading third-party independent clinical laboratory in China. On the eve of the Lunar New Year in 2020, the chairman and CEO of Guangzhou KingMed Diagnostics mobilized the whole group to respond to the outbreak of the new coronavirus from Wuhan. With the group’s tremendous growth in both business and size since its initial public offering, there were growing concerns about the provision of quality customer service and the group’s profitability. While the chairman and CEO was proud to see how swiftly his team had responded to the COVID-19 pandemic, he had many questions about the efficiency of the entire group's resource deployment and the consistency of performance across subsidiaries. Post COVID-19, how should Guangzhou KingMed Diagnostics adjust its transformation strategy?

Presentation to accompany product W24874.

Jay Bharat Spices Pvt. Ltd., a company located in Cuttack, India, was involved in the manufacturing and distribution of spices across India under the brand name Bharat Masala. The company specialized in producing basic spices such as turmeric powder, cumin powder, and chili powder. The senior management team had recently noticed a rise in demand for the spice garam masala in the East India market and asked the company's vice-president of East India operations to oversee the launch of this new product over the next six months. The vice-president was now struggling with multiple constraints related to the launch, including storage capacity in the warehouse and various financial constraints that were forcing him to look for a more economical and efficient solution.

Spreadsheet Supplement for Case W25298

Food safety and fraud were long-standing issues in China. For some imported products, such as Australian beef steak, food fraud could be a massive issue: consumers could purchase the wrong or even harmful products, and legitimate brands subsequently lost sales and reputation. BeefLedger Ltd. (BeefLedger) was an Australian blockchain start-up company that aimed to solve these issues by using blockchain technology to supply authentic beef products to customers in China and elsewhere. The technology also significantly improved transparency in the beef supply chain. Since 2017, BeefLedger had gained important experience in this area and achieved a certain level of success. The concept of blockchain, proposed in late 2008 and used successfully used in finance since then, was still in its infancy in other areas. The next promising field to adopt blockchain was supply chain management, where the technology had the potential to revolutionize the supply chain with its unique functions, including immutability and decentralization. However, many challenges emerged for BeefLedger during blockchain implementation-especially in early 2020, because of the COVID-19 pandemic and Australia-China tensions. BeefLedger now had to determine how to handle these recent challenges.

In fall 2021, start-up Rivian was poised to begin delivery of its first electrical vehicles (EVs) to external customers after several delays. The company had over 70,000 preorders for its R1T (pickup truck) and R1S (SUV) models. On November 11, the company went public, raising approximately $12 billion in the largest US IPO since Facebook. Early investors were bullish on Rivian. The company's success would depend in part on the availability of charging stations. Rivian had plans to establish two networks of chargers in the United States and Canada. Rivian Adventure Network would be a network of Level 3 DC fast chargers, while Rivian Waypoints would be Level 2 AC chargers. The company had announced that it wanted to establish these networks in locations near national parks and locales it expected its customers to visit. Rivian was targeting consumers who were outdoor enthusiasts. The case describes EV charging options and challenges students to determine where Rivian should locate its charging stations, how many were needed, and what types were best to serve consumers traveling the 469-mile Blue Ridge Parkway. Ultimately, this is not simply a problem seeking an "optimized solution" given predicted demand, but one that will fundamentally shape emerging consumer behavior. This case is taught in Operations Management, a required first-year course at Darden School of Business. It can also be used in a second-year elective course that explores the major issues and managerial concepts relating to strategic management of the operations function in today's global economy. The set includes a series of short video interviews with the case protagonist.

The case opens in August 2021, as Habib and Shahysta Hassim, husband and wife co-founders of the data labeling company SmartOne, contemplate the strategy of the high growth company. Between 2016 and 2021, SmartOne had kept doubling its size every two years and now, with its workforce of 1,000, it was annotating data for global tech clients. The case provides a background on SmartOne's journey from call center operations to data labeling and elaborates on the company's operating and business model, providing details on processes such as: recruiting, training, managing the workforce, project management, and quality control. The case also provides a background on data labeling, data pipeline and the AI factory (a term explained in the case which represents the AI industry value chain) for larger context and gives an overview of the competitive environment. In August 2021, the co-founders needed a strategy to shape the company's future. Where in the AI factory could SmartOne position itself to remain relevant and take a piece of the evolving pie? Should the company grow upstream, to become a full data pipeline provider, or downstream into developing algorithms?

The COVID-19 emergency has urged companies to operate in new ways to face supply chain interruptions, shifts in customer demand, and risks to workforce health. The organizational ability to respond to critical contingencies is crucial for business leaders in the perspective of continuing business. In our research, we investigate the actions undertaken by 50 world-leading corporations to respond to the pandemic. Applying content analysis to web pages and social network posts, we extract 77 actions related to 13 sub-areas and integrate these into a five-level framework that encompasses operations, customer, workforce, leadership, and community-related responses. We also describe six illustrative company examples of how the emergency can generate opportunities for creating new value. The study advances the scholarly discussion on the impact of emergencies on business continuity and can help leaders define response strategies and actions in the current challenge.

Presentation to accompany product W25218.

The Asia sourcing manager at the International Committee of the Red Cross (ICRC), a humanitarian organization working in conflict areas, had contributed to the 2009 creation of an ethical procurement policy to respond to urgent needs around the world. Her mandate was in line with the ICRC’s strategy of improving the flexibility, cost effectiveness, and sustainability of its supply chain. Ethical procurement could not be enforced, however, when sudden conflicts or natural disasters relied on local purchasing or cash transfer programs to meet the needs of distressed populations. Ten years later, despite efforts to systematize and expand the ethical procurement policy, emergency relief items were still being procured from local and regional markets through traders or cash transfer programs not covered by the policy. How could the ICRC address this gap and promote the ethical procurement of relief items at the local level in emergency situations?

At the very end of 2019, Jay Prakash Pal, divisional electrical engineer (Traction Distribution) for the Sealdah division of Eastern Railway in India, was asked to prepare a consolidated report for revising the contract demand with power distribution companies. Over the last six months, demand charge penalties had been imposed on multiple occasions for two power stations under his jurisdiction (Barasat traction sub-station and Sonarpur feeding post), as the monthly maximum demand had crossed the existing contract demand for these stations. He would have to provide a revised contract demand value to minimize the annual expenditure due to a demand charge penalty for the next year. While proposing the new contract demand, he would also have to ensure that the cost arising from the unutilized portion of the minimum guaranteed demand would be minimal.

Spreadsheet to accompany product W25028.

Instructor Spreadsheet to accompany product W25030.

At the very end of 2019, Jay Prakash Pal, divisional electrical engineer (Traction Distribution) for the Sealdah division of Eastern Railway in India, was asked to prepare a consolidated report for revising the contract demand with power distribution companies. Over the last six months, demand charge penalties had been imposed on multiple occasions for two power stations under his jurisdiction (Barasat traction sub-station and Sonarpur feeding post), as the monthly maximum demand had crossed the existing contract demand for these stations. He would have to provide a revised contract demand value to minimize the annual expenditure due to a demand charge penalty for the next year. While proposing the new contract demand, he would also have to ensure that the cost arising from the unutilized portion of the minimum guaranteed demand would be minimal.

Student Spreadsheet for Exercise W25028

In 2020, the chief executive officer of Zhida Environmental Technology, a waste management company based in Nanjing, China, was considering adopting blockchain technology into the company's work process. With the concept of Internet plus recycling, the company was committed to waste sorting and had introduced innovative household waste solutions. However, new challenges were emerging, including stagnant resident participation rates, low profit returns, competitor expansion, and limited support from the local government. Inherent blockchain technology functions such as digital token services, a transparent recycling chain, and collaborative governance mechanisms could potentially improve the company's current operations and provide a first mover position in the market. However, the chief executive officer had to thoroughly consider the decision of adopting blockchain technology: What true value could it offer and what potential challenges could arise?

This final note in the four-part series on competitive-cost analysis introduces the concepts of learning curves and experience curves, which can be analyzed with a log-log relationship between unit cost and cumulative volume.

This case is written from the perspective of Ting-ting Loh, CEO of Aguila Safety Group (ASG). A prominent UK-based personal protective equipment (PPE) procurement company, ASG was one of the main suppliers of medical equipment to the UK National Health Service (NHS). During the COVID-19 pandemic, thousands of rubber glove factory workers in Malaysia tested positive for the virus. This reignited discussions and investigations of the labor practices in the factories. Numerous companies were accused of using forced labor, including some of ASG's direct suppliers. Ting-ting had to make important decisions about how to address the allegations of forced labor in ASG's supply chain, while continuing to meet demands for medical supplies during the pandemic.

Conventional wisdom says it takes three to five years and tens of millions of dollars to digitize a corporation's supply chain. However, a few companies have reaped major benefits--including higher revenue and customer retention--with a faster, cheaper approach. It involves assembling available data; using analytics to understand and predict customers' and suppliers' behavior and optimize inventory, production, and procurement; and adding automation to revamp or introduce processes. The transformation requires three main initiatives: replacing consensus forecasts with one unified view of demand, changing one-size-fits-all supply strategies to segmented ones, and creating a plan to continually balance supply and demand and manage deviations or disruptions.