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The (A) and (B) cases describe the evolution of HP supply chain for its PC business in Europe between years 1992 and 1999 and the different initiatives: build-to-order, vendor-managed inventory, supply hubs, top value, channel assembly program, etc. What should be the next step in this highly competitive environment?. Case (C) deals with HP strategy of outsourcing production to SCI, a contract manufacturer.

The (A) and (B) cases describe the evolution of HP supply chain for its PC business in Europe between years 1992 and 1999 and the different initiatives: build-to-order, vendor-managed inventory, supply hubs, top value, channel assembly program, etc. What should be the next step in this highly competitive environment?. Case (C) deals with HP strategy of outsourcing production to SCI, a contract manufacturer.

This case describes the events between October 1998 and early January 1999. To prevent a devaluation of the Brazilian real, the International Monetary Fund (IMF) provided a standby loan to Brazil. The case outlines the conditions under which the loan was granted and the effect of the loan on Brazil's balance of payments. In January 1999, Minister of Finance Cardoso faces two new challenges: getting congressional support for fiscal reform and a moratorium on debt payments declared by one of Brazil's states. See also the A case (UV1618) and C case (UV1620).

Supplements the (A) case.

Presents the solutions to questions 1 through 4 of the problem set. To be handed out in class. A rewritten version of an earlier supplement.

Supplements the (A) case.

Describes activity-based budgeting at W.S. Industries. Also describes target costing-led product redesign, and product, customer, and order profitability.

These two cases consider the capital investment decisions to be made by executives of this large chemicals firm in January 2001. The 'A' case presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The 'B' case reviews the same project but from one level higher, where the executive faces an either/or investment decision between two mutually exclusive projects. The objective of the two cases is to expose students to a wide range of capital-budgeting issues which include, among others, the identification of relevant cash flows, the critical assessment of a capital-investment evaluation system, the classic "cross-over" problem, in which project rankings disagree on the basis of net present value (NPV) and internal rate of return (IRR).

The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market.

The outsourcing of the logistics activities has recently been accelerating. While outsourcing offers great potential for cost savings for the manufacturer, the danger of customer service degradation should not be underestimated. The logistics service provider (3PL), on the other hand, should have flexible and efficient processes so as to achieve the service requirements of its client in a profitable fashion. The case provides an appropriate background to discuss ways to obtain a mutually beneficial contract in outsourced logistics services.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

In December 1999, only weeks after protests at the annual meeting of the World Trade Organization sparked violent protests which rocked the city, Seattle public safety officials face a new threat. An Algerian man has been arrested trying to cross the US border from Canada-in a car whose trunk is filled with enough explosions, says the FBI, to topple a multi-story building. What's more, the arrested man, Ahmed Ressam, had held a reservation at a motel just blocks from Seattle's most famous landmark, the Space Needle, in the Seattle Center, at which thousands of city residents and tourists are scheduled to celebrate the first New Year's Eve of the 21st century. This case examines the decision-making process of Seattle officials as they consider whether the possibility of terrorism should lead them to cancel the elaborate public celebrations scheduled to coincide with the dawn of the new millennium. Pair with full case (HKS488). HKS Case Number 1648.1.

The Liquid Gold cases are an adaptation of the original Calambra Olive Oil cases (UV3774 and UV3777). This version has been written to support a modified classroom experience. The cases describe the start-up of Calambra, a company built to sell a premier brand of olive oil. Frank Lockfeld, the founder, has to determine how much olive oil to make for the second year's production. Unfortunately, he has to make this decision before learning the results of the first year's sales. Thus, there is enormous uncertainty around the decision. The A case (UV3849) tells the start-up story and presents enough information for students to do a sensitivity analysis to decide which of the many uncertainties are most important. This leads to a discussion of tornado diagrams. The B case provides information on those critical uncertainties. This leads to a class on spreadsheet modeling and simulation modeling, searching for an optimal order quantity, adjusting for risk, etc. It also enables a discussion of a key general business issue: the difference between make-to-order and make-to-inventory businesses and the fundamental flaw in most business plans that leads to gross overestimates of potential profitability.

Supplements the (A) case.

Supplements the (A) case.