Technische Universität Bergakademie Freiberg

In this case study, the following questions are addressed: 1. Briefly describe the medium-term and short- term demand planning at tesa and make three suggestions for improving the planning process. 2. Evaluate the importance of sourcing at tesa. How can tesa hedge against uncertainty? 3. Briefly describe the delivery process at tesa and make three suggestions for improving the process. Case result: 3/3 Points

In this case study, the following questions are addressed: 1. What has caused the so-called inventory/ service crisis? 2. What industry/product/supply chain characteristics are particularly important to Brent Cartier’s problem? 3. List important drivers of safety stock. 4. How would you evaluate the various alternatives available to Brent Cartier to ad-dress the inventory and service problem? Case result: 3/3 Points

In this case study, the following questions are addressed: 1. What are Zara’s competitive advantages, and what are they based on? 2. How are they build within the organization? Case result: 3/3 Points

In this case study, the following questions are addressed: 1. Describe Barilla's supply chain. Which problems is Barilla experiencing and what are the underlying reasons for the problems? 2. Describe Vitali's Just-in-Time-Delivery (JITD) plan. How could this plan improve Barilla's profitability and which conflicts did the plan face? Case result: 2/3 Points

In this case study, the following questions are addressed: 1. Based on the given shipper information, calculate the total cost of logistics of the current rail and a truck shipment. 2. How can BNSF improve it’s competitiveness? Case result: 3/3 Points

In this case study, the following questions are addressed: 1) As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would you recommend? Why? 2) Where, if anywhere, does the current routine for handling defective seats deviate from the principles of the Toyota Production System? 3) What are the underlying causes of the problems facing Doug Friesen? Case result: 3/3 Points

In this case study, the following questions are addressed: 1) Compute the following quantities for the current production process, as well as for Mike‘s and Ike‘s plan. 2) Compare the two plans in terms of both regular shirt production and custom-shirt production. Case result: 3/3 Points.

In this case study, the following questions are addressed: 1. How does Shouldice compete? Identify at least three characteristics of Should-ice’s operations that contribute to its competitiveness. 2. Compute the cycle time (time per patient) and weekly capacity (Patients/week) for Examination room, Nurse’s station, Operating rooms, and Doctors. 3. What was the average throughput rate (patients/week) of Shouldice hospital? 4. What is the maximum possible throughput rate of Shouldi...

In this case study, the following questions are addressed: 1. Why do overhead costs (Exhibit 2) vary so greatly from plant to plant in Wriston’s manufacturing network? 2. Why have managers in the Heavy Equipment Division under-invested in the Detroit Plant? 3. What should Richard Sullivan do with the Detroit Plant? Case result: 3/3 Points