Case Studies. Examine each case by answering the questions thoroughly. If it says “how many”, I want to see the math. If it says “should we”, I want to have a full explanation. If it says “What steps or What benefits”, I am expecting to see multiple ideas. I am thinking that each case is somewhere in the neighborhood of 4 pages. Typed, 1.5 or double spaced, standard margins.

Case Studies. Examine each case by answering the questions thoroughly. If it says “how many”, I want to see the math. If it says “should we”, I want to have a full explanation. If it says “What steps or What benefits”, I am expecting to see multiple ideas. I am thinking that each case is somewhere in the neighborhood of 4 pages. Typed, 1.5 or double spaced, standard margins. Chapter 4: Case 4-1. Bright Technology International 1. How many MJ10012 transistors do you want to buy? Should we buy more than one year’s supply? 2. Should Bob look for another source for transistors? What would you say to engineering? 3. How critical is this part? Why worry about it? What inventory policies should Bob establish? 4. If this situation is representative for electrical and optical parts, what should Bob do? 5. What steps would you take to avoid similar problems with other components? Chapter 5: Case 5-3. Alicia Wong/Thain Foods Limited (TFL) 1, Should it be supply’s role to suggest insourcing? 2. What benefits would accrue to TFL from making mustard in-house? 3. What risks are there for TFL? 4. What would by your analysis of the feasibility of making mustard in-house? 5. What major topic areas would you address in your proposal to the CEO and what would be your main arguments? Chapter 9: Case 9-2. Andrew Morton 1. If you were in the position of Andrew Morton, what would be your analysis of the problem with the shipment of bromine pentafluoride? What action would you take to address the immediate problem of the delay of this shipment at the port? 2. What action would you take in order to prevent future reoccurrence of such problems? 3. What should you say to Peter Goris? 4. How much money do you think this incident might end up costing the university? Do you think we can recover some of these costs from the supplier? 5. How do you handle the situation with Jason Kohl? Do you want to call him? If so, when?