case study based assignment on supply chain model

• Skip to primary navigation
• Skip to main content
• Skip to primary sidebar
• Skip to footer

Supply Chain Management Design & Simulation Online

Supply Chain Case Studies

SCM Globe comes with a library of case studies that explore COMMERCIAL , HUMANITARIAN , and MILITARY supply chains. When you purchase an account you have access to all the case studies and their simulations.

The case studies range from relatively simple beginning cases like Cincinnati Seasonings , to quite challenging advanced cases such as Zara Clothing Company , or Nepal Earthquake Disaster Response .  Case studies are laboratories where you apply what you learn in lectures and readings to solve supply chain problems in highly realistic simulations. Each case has a " CASE STUDY CONCEPT " showing the supply chain principles and practices highlighted in that case.

SEE WHAT PEOPLE ARE SAYING ABOUT SCM GLOBE

Case studies presently available in the online library are shown below. You are welcome to use any or all of them. You can also create your own case studies, or we can create them for you. Cases are shown in the three categories. As you work with these cases you will gain an intuitive understanding of supply chain dynamics, and develop the analytical skills for designing and managing real supply chains.

People new to SCM Globe should start with the  Cincinnati Seasonings case study . Work individually at first, not in groups. Each person needs their own account. Do the three challenges shown in the online introduction to Cincinnati Seasonings. That's how you'll learn to use the software, and how to use simulations to analyze and design supply chains. Then you will be ready to work in groups or work on more advanced cases.  Click on the case studies below to see a description and introduction to each case.

Commercial Supply Chain Case Studies

Collaborative Supply Chains

S&J Trading Company – Angola

Java Furniture Company – Indonesia

Cincinnati Seasonings

Supply Chains of the Roman Empire

Ancient Silk Road – First Global Supply Chain

Zara Clothing Company Supply Chain

Fantastic Corporation – Global Supply Chain

Fantastic Corporation – Unexpected Disruptions

Humanitarian supply chain case studies.

Disaster Response Supply Chains: Flooding Scenario

Nepal Earthquake Disaster Response Supply Chain

Humanitarian Supply Chains: Syria Evacuation Scenario (CIV and MIL)

Military supply chain case studies.

Burma Campaign – 1944 Invasion of India

Battle of Smolensk – 1941 Invasion of Russia

Alexander the Great Needed Great Supply Chains

New case studies.

New cases are added based on projects we do with instructors, students, and supply chain professionals. Here are the new supply chain models in the library:

• Local and Sustainable Supply Chains – Blue Ocean Cooperative
• Aerospace Manufacturing Cluster – Rockford IL
• Hyderabadi Biryani – Paramount Restaurant 
• Western Desert War – May 1941
• Russian Logistics for the Invasion of Ukraine

Interactive Supply Chain Case Studies

Every case study has a main theme or concept that it illustrates. You will be challenged to use knowledge acquired in lectures and readings as well as your own real-world experience to expand and re-design the supply chains in these case studies.

In the commercial supply chain cases you need to improve and expand the supply chains to support new stores and still keep operating costs and inventory as low as possible. In cases that deal with humanitarian or military missions you need to create supply chains to deliver the right supplies to the right locations when they are needed, and do so at a reasonable cost.

We are glad to provide a  free evaluation account  to instructors, students and supply chain professionals interested in exploring SCM Globe simulations — click here to request an account —  Get Your Free Trial Demo  

See SCM Globe pricing for Academic and Business versions of the software.

The best case to start with is Cincinnati Seasonings . After working through the three challenges presented in the online introduction to this case you will be ready to handle further challenges in this case or move on to more advanced cases. Get a quick introduction to working with case studies in “ Working with Case Studies “.

As problems are found in the simulations, you make decisions about how to fix them. Make changes to your supply chain model in the Edit screen. Then go to the Simulate screen and run a simulation to see the results of your changes. Depending on the changes you make, your supply chain simulation runs for additional days and other problems arise. As you address these problems you see about how supply chains work. Apply what you learn in readings and and lectures plus your work experience to solve the problems you encounter.

Keep improving your supply chain model until you get the simulation to run for 30+ days. Then download your simulation results and create a monthly Profit & Loss Report plus KPIs (as shown below). This provides an objective basis for evaluating the merits of different supply chain solutions.

Monthly Profit & Loss Reports identify areas for improvement. They help you improve your supply chain to keep it running for 30 days and also lower operating costs and inventory levels. You can work on lowering the carbon footprint of your supply chain too. These are the challenges you address in SCM Globe, and they are the same challenges people face when managing real supply chains. What works well in the simulations will also work well with actual supply chains. Skills you develop in working with the simulations are directly transferable to the real world.

NOTE: You can run simulations for longer than 30 – 60 days, but there is usually no reason to do so. This is because most companies do not run their supply chains unchanged for longer than 30 days at a time. They use a 30 day S&OP ( sales and operations planning ) cycle and these simulations correspond to that monthly S&OP cycle. These simulations focus on the tactical realities of operating a supply chain from one month to the next, and finding what works best.

Accessing the Online Library of Case Studies

As shown in the screenshots below, logon to your account and access the case study library from your Account Management screen. Click on the “View Library” button (arrow 1) in upper right corner of the Account Management screen. In the Library screen you see a list of available supply chain case studies; click “ Import ” to load a selected case study into your account; give the imported case a Name , and click “ My Account ” to go back to your Account Management screen.

You are welcome to import any or as many of the supply chain models in the library as you wish. Once you have a copy of a supply chain model in your own account you can make any changes you want to it.

In Account Management, you “ Create a New Supply Chain ” or work with an existing supply chain by clicking the “ Edit ” button (arrow 2) next to the existing supply chain you want to work on. You can also upload copies of supply chain models sent to you by other SCM Globe users (arrow 3) , and check your account expiration date (arrow 4) .

Use the Default Values or Enter New Data

When you load any of the case study supply chain models from the SCM Globe library, they come with default numbers already plugged in. You can either accept the defaults or do some research to find more current data. This data (like data and prices everywhere) changes all the time.

Look for data on products, facilities and vehicles that are used in your supply chain and see what their specifications and costs are. Costs can vary widely in different parts of the world. Go to websites of commercial real estate brokers in cities of interest and see what you can find out about rent costs:

• for cities in North America start with www.cityfeet.com
• and for cities in other parts of the world start with  www.knightfrank.com

Metric System of Weights and Measures

In the case studies all weights, volumes, distances and speeds are expressed using the metric system. The metric system is used around the world in every country except three: Liberia; Myanmar; and the United States. So it is good for supply chain professionals to feel comfortable with the metric system.

Register on SCM Globe for Access to all Supply Chain Simulations

Click the blue "Register" button on the app login page, and buy an account with a credit card or PayPal (unless you already have one). Then scan the "Getting Started" section, and you are ready to start. Go to the SCM Globe library and click "Import" next to the supply chain models you want.

• BECOME A CONTRIBUTOR
• WHITE PAPERS
• THE SUPPLY CHAIN DICTIONARY

What is Sales & Operations Planning?

The 4 supply chain metrics, static inventory an untapped source of working capital, s&op, a vision for the future. an interview with eric tinker, improving behaviours in support of world class s&op: coach for excellence.

• Planning & Forecasting Articles

How Can Data Improve Supplier Decisions

Information-based negotiations in the digital age, hurt, help or hero how to define and get more out of your most important suppliers, how to spot supplier risk during pickups & deliveries, how to spot supplier risk during on-site evaluations.

• Procurement & Sourcing Articles

The Long Tail of Inventory and Why It’s Important

No more excuses: transformative iot is staring you in the face, predictive analytics let manufacturers see more clearly into their supply chains, rise of the grocers, how 3d printing is set to shake up manufacturing supply chains.

• Manufacturing & Production Articles

6 Tips for Maximizing Efficiency and Productivity of Warehouse Operations

Robot trucks or autonomous vehicles will revolutionize the supply chain, data integration made sexy, how to avoid the most common warehouse safety hazards, out darn spot out, i say.

• Warhouse & Transport Articles

Returns – A Threat to the Bottom Line or an Opportunity to Cut Costs?

Supply chain sustainability takes root, why the 2030 sustainable development goals matter to packaging professionals, to build sustainable products, listen to your customers, getting packaging costs down to size.

• Reverse Logistics Articles

Transform Your Supply Chain For Omnichannel

The impact of maintenance operations on supply chain management, is your supply chain strategy inside-out or outside-in, how industry benchmarks can boost your asset recovery, supply chain visibility: we should be striving for more.

• Supply Chain Management articles

Accelerating the Shift to More Efficient Trucks

Insight – is it ok to lie, supply chain execution software convergence, 3d printing and the supply chains of the future, changing the production performance metric, supply chain management case study: the executive’s guide.

By Supplychainopz

Professionals in supply chain management use various methods to determine how to improve the performance of supply chain operations. Analysis of case study is certainly one of the most popular methods for people from business management background. In order to accelerate the learning, this article has gathered 20+ most sought-after supply chain case studies, analyzed/categorized them by industry and the findings are presented.

Boeing wants to encourage more flight frequency and direct route using a smaller capacity aircraft. Then they decide to outsource many things such as the design, testing and production of key components to key industrial partners and try to reduce number of components that go to assembly. The ultimate goal is to finish the final production process within 3 days. Airbus takes a bit different marketing approach. They want to utilize high capacity airplane to help airlines drive the operating cost down. They decide to selectively outsource the production of parts and keep the design and production of key components in-house.

Supply Chain of fashion industry involves a time based competition. Many customers have the unique product needs but a competition is very fierce because of the low barriers of entry. Many new players try to offer specialized products to customers all the time. This section features the supply chain case studies of H&M, Benetton, Zara and Adidas. –  H&M  aims to be the price leader in the fashion market.In order to materialize its vision, H&M tries to eliminate the middlemen in various stages of supply chain and consolidate the buying volumes. Product design is also the central part of its strategies. They don’t try to follow the high fashion designs but try to adopt the street trends which are easier to produce. At the end of the day, they can bring products to market within 2-3 weeks. –  Benetton , in contrast, chooses to have a full control of its production but allow its licensees to operate the stores so they can focus on production and quality control. The reason is that they would like to create the worldwide brand awareness. For fast moving products, they use the production facilities in Europe. Asian suppliers will perform production for standardized products. –  Zara  is very famous for its time based strategy. In order to launch a new product within 15 days, Zara uses a small lot production. A new product will be tested in pilot stores. If product sales is good, a larger batch will be ordered. Otherwise, remaining products will be removed from the shelves and sold as mark-down in other stores. This creates the perception among consumers that Zara’s products are unique and you have to take it while stock lasts. Vertical integration contributes to the success of Zara, they own the majority of its production facilities and stores (this is the reason why Quick Response can be effectively implemented). Its automated distribution centers are strategically located between the center of populations so products are delivered to stores quickly. Zara also works with Air France, KLM Cargo and Emirates Air in order that they can coordinate directly with the airlines to make the outbound shipments to its stores and bring back some raw materials and semi-finished materials with return legs. The last supply chain case study in the fashion retailing industry is  Adidas . In order to cope with changing customers’ demand, they decide to undertake Mass Customization strategy. The whole idea is to develop, market and deliver the product variety that most customers will find what they want. The first steps towards mass customization is to strategically offer the product choices. Too few variations will disappoint a customer but too many variations will simply postpone a buying decision. After that, Adidas asks the same key suppliers to produce custom components in order to achieve the economy of scale. In order to compensate a long waiting time, Adidas uses air freight or courier service. The reason why they can do this is that customized products are sold directly to customers so they have the higher profit margin to compensate the higher transportation cost. Supply chain strategy of the fashion retailing industry is summarized as below,

FMCG industry is typically the products sold to customers at a low cost and will be completely consumed within 1 year. The nature of this industry is the short product life cycle, low profit margin, high competition and demand fluctuation. This section will present the case studies of P&G, Unilever and Coca-Cola respectively. Forecasting and new product introduction has always been the issues for many FMCG companies,  P&G  is no exception. To cope with this, P&G conducts a merchandise testing at the pilot stores to determine the customer’s response to new product before the launch. The result is that the forecast accuracy is improved because a demand planner has an additional source data to make a better decision. Moreover, products can be shipped to stores in-time then lost sales is minimal. –  Unilever  also feels that the competition in FMCG industry has significantly increased. They have to launch the new products on regular basis but the forecasting of new product is difficult. So they create a better classification of new products (base, relaunch, repack, new) using a regression model to identify potential forecast errors for each type of new product. –  Coca-Cola  doesn’t really have many stock keep units when compared with other companies in the same industry. However, products go to over 2.4 million delivery points through over 430 distribution centers. Managing transportation at this scale is the absolute challenge. In order to streamline the delivery, Coca-Cola implemented a vehicle routing software. The reason is that is the software vendor has a very good relationship with Coca-Cola’s legacy ERP software vendor. Moreover, the vendor has a solid connection with the university who can help to develop the algorithm that fits in with the business’ needs. The result is that transportation planners at each distribution center can use the new tool to reduce travelling time/distance on daily basis.

Lean manufacturing concept has been implemented widely in the automotive industry so the case studies about lean manufacturing is very readily available. Due to the increasing competition in the automobile industry, car manufacturers have to launch a new model to the market more frequently. This section will show you how BMW manages a long term planning, how Ford applies lean concept to the new product development and how Hyundai manages the production planning and control. –  BMW  uses a 12-year planning horizon and divides it into an annual period. After that, they will make an annual sales forecast for the whole planning horizon. After the demand is obtained, they divide sales into 8 market and then select the appropriate production sites for each market, considering overall capacity constraints and total cost. As you may notice, this kind of a long range planning has to be done strategically. –  Ford  calls its product development system as “work streams” which include the body development, engine development, prototyping and launch process . The cross-functional team are the experts and their roles are to identify key processes, people, technology necessary for the development of new prototype. Each work stream team is responsible to develop timeline of each process. Detailed plan is usually presented on A3 sized paper. They clearly identifying current issues they are facing with supporting data, drawings and pictures. On weekly basis, they organize a big group meeting of all work stream team to discuss the coordination issues. –  Hyundai  deploys a centralized planning system covering both production and sales activities across the facilities and functional areas. They develop a 6-month master production plan and a weekly and a daily production schedule for each month in advance. During a short term planning (less than one month), they pay much attention to the coordination between purchasing, production and sales. Providing a long term planning data to its suppliers help to stabilize production of its part makers a lot.

Life cycle of technology products is getting shorter and shorter every day. Unlike FMCG, the launch of a new product in the hi-tech industry requires the investment in research and development quite extensively. Then, a poor planning will result in a massive loss. This section will cover JIT and outsourcing by Apple Inc, Supply Chain Risk Management by Cisco System, Technology Roadmap by Intel, Supply Chain Network Model by HP, Mass Customization by Dell and Quality Management by Sam Sung. Steve Jobs invited the Tim Cook to help to improve  Apple’s Supply Chain  in 1998. Jobs told Cook that he visited many manufacturing companies in Japan and he would like Cook to implement the JIT system for Apple. Jobs believed that Apple’ supply chain was too complex then both of them reduced the number of product availability and created 4 products segment, reduced on hand inventory and moved the assembling activities to Asia so they could focus on developing the breathtaking products that people wanted to buy. –  Cisco Systems  would like to be the brand of customer choice so they implement a very comprehensive supply chain risk management program by applying basic risk mitigation strategies, establishing appropriate metrics, monitoring potential supply chain disruptions on 24/7 basis and activate an incident management team when the level of disruption is significant. –  Intel ‘s new product development is done by the process called Technology Roadmap. Basically, it’s the shared expectations among Intel, its customers and suppliers for the future product lineup. The first step to prepare the roadmap is to identify the expectations among semiconductor companies and suppliers. Then they identify key technological requirements needed to fulfill the expectations. The final step is to propose the plan to a final meeting to discuss about the feasibility of project. Some concerning parties such as downstream firms may try to alter some aspects of the roadmap. Technology Roadmap allows Intel to share its vision to its ecosystem and to utilize new technology from its suppliers. –  HP ‘s case study is pretty unique. They face with a basic question, where to produce, localize and distribute products. Its simple supply chain network model is presented below,

From this example, only 3 possible locations result in 5 different way to design the supply chain. In reality, HP has more production facilities than the example above so there are so many scenarios to work with. How should HP decide which kind of a supply chain network configuration they should take to reduce cost and increase service to customer? The answer is that they use the multi-echelon inventory model to solve the problem. –  Dell  is one of the classic supply chain case studies of all time. Many industries try to imitate Dell’s success. The key ingredients of Dell’s supply chain are the partnership with suppliers, part modularity, vendor managed inventory program, demand management and mass customization. Also, you can find the simplified process map of Dell’s order-to-cash process as below,

–  Sam Sung  has proven to be the force to be reckoned with in the hi-tech industry. The secret behind its supply chain success is the use of Six Sigma approach. They studied how General Electric (GE), DuPont and Honeywell implemented six sigma. After that, they have created their own implementation methodology called DMAEV (define, measure, analyze, enable, verify). They use the global level KPI to ensure that each player in the same supply chain is measured the same way. Also, they utilize SCOR Model as the standard process. Any process changes will be reflected through an advance planning system (APS).

The last industry covered here is the general merchandise retailing industry. The critical success factor of this industry is to understand the drivers of consumer demand. Four case studies will be presented, namely, 7-11, Tesco, Walmart, Amazon and Zappos. –  7/11  is another popular case study in supply chain management. The integration of information technology between stores and its distribution centers play the important role. Since the size of 7/11 store is pretty small, it’s crucial that a store manager knows what kind of products should be displayed on shelves to maximize the revenue. This is achieved through the monitoring of sales data every morning. Sales data enables the company to create the right product mix and the new products on regular basis. 7/11 also uses something called combined delivery system aka cross docking. The products are categorized by the temperature (frozen, chilled, room temperature and warm foods). Each truck routes to multiple stores during off-peak time to avoid the traffic congestion and reduce the problems with loading/unloading at stores. –  Tesco  is one of the prominent retail stores  in Europe. Since UK is relatively small when compared with the United States, centralized control of distribution operations and warehouse makes it easier to manage. They use the bigger trucks (with special compartments for multi-temperature products) and make a less frequent delivery to reduce transportation cost. Definitely, they use a computerized systems and electronic data interchange to connect the stores and the central processing system. –  Wal-Mart ‘s “Every Day Low Prices” is the strategy mentioned in many textbooks. The idea is to try not to make the promotions that make the demand plunges and surges aka bullwhip effect. Wal-Mart has less than 100 distribution centers in total and each one serves a particular market. To make a decision about new DC location, Walmart uses 2 main factors, namely, the demand in the proposed DC area and the outbound logistics cost from DC to stores. Cost of inbound logistics is not taken into account. There are 3 types of the replenishment process in Wal-Mart supply chain network as below,

In contrary to general belief, Wal-mart doesn’t use cross-docking that often. About 20% of orders are direct-to-store (for example, dog food products). Another 80% of orders are handled by both warehouse and cross dock system. Wal-Mart has one of the largest private fleet in the United States. The delivery is made 50% by common carriers and 50% by private fleet. Private fleet is used to perform the backhauls (picks up cargoes from vendors to replenish DCs + sends returned products to vendors). Short-hauls (less than one working day drive) is also done by the a private fleet. For long-hauls, the common carriers will be used. There are 2 main information system deployed by Wal-Mart. “Retail Link” is the communication system developed in-house to store data, share data and help with the shipment routing assignments. Another system is called “Inforem” for the automation of a replenishment process. Inforem was originally developed by IBM and has been modified extensively by Wal-Mart. Inforem uses various factors such as POS data, current stock level and so on to suggest the order quantity many times a week. Level of collaboration between Wal-Mart and vendors is different from one vendor to the other. Some vendors can participate in VMI program but the level of information sharing is also different. VMI program at Wal-Mart is not 100% on consignment basis. –  Amazon  has a very grand business strategy to “ offer customers low prices, convenience, and a wide selection of merchandise “. Due to the lack of actual store front, the locations of warehouse facilities are strategically important to the company. Amazon makes a facility locations decision based on the distance to demand areas and tax implications. With 170 million items of physical products in the virtual stores, the back end of order processing and fulfillment is a bit complicated. Anyway, a simplified version of the order-to-cash process are illustrated as below,

Upon receipt of the orders, Amazon assign the orders to an appropriate DC with the lowest outbound logistics cost. In Amazon’s warehouse, there are 5 types of storage areas. Library Prime Storage is the area dedicated for book/magazine. Case Flow Prime Storage is for the products with a broken case and high demand. Pallet Prime Storage is for the products with a full case and high demand. Random Storage is for the smaller items with a moderate demand and Reserve Storage will be used for the low demand/irregular shaped products. Amazon uses an propitiatory warehouse management system to make the putaway decision and order picking decision. After the orders are picked and packed, Amazon ships the orders using common carriers so they can obtain the economy of scale. Orders will arrive at UPS facility near a delivery point and UPS will perform the last mile delivery to customers. Amazon is known to use Sales and Operations Planning (S&OP) to handle the sales forecast. Anyway, this must be S&OP process at product family/category level. To compete with other online retailers,  Zappos  pays much attention to the way they provide the services to customers. In stead of focusing on the call center productivity, Zappos encourages its staff to spend times over the phone with customers as long as they can so they can fully understand the customer’s requirements. They also upgrade the delivery from 3 days to 1 day delivery in order to exceed customer expectation.

All case study demonstrates that supply chain management is truly the strategic initiatives, not merely a cost cutting technique. Leading companies have a very strong customer focus because almost all of initiatives are something to fill the needs of customers. Relationship management is the unsung hero in supply chain management. It’s the prerequisite to the success of every supply chain. And at the end of the day, it comes down to the quality of supply chain people who analyze, improve and control supply chain operations. – See more at: http://www.supplychainopz.com/2014/04/supply-chain-management-case-study.html#sthash.MrnrGsyY.dpuf

Supply Chain Minded is a very active and fast growing online community in Supply Chain for Planning, Sourcing, Manufacturing, Delivery and Reverse Logistics professionals. The Supply Chain Minded community aims to inform and connect professionals active in Supply Chain, Purchasing, Manufacturing, Warehousing, Transport, Distribution; Reverse Logistics, Service Logistics, Lean & Six Sigma, 3PL.

© Copyright - Supply Chain Minded 2023

SCM Case Studies With Examples

What is an scm case study.

• Procurement

• Product lifecycle management (PLM)
• Inventory management
• Demand planning
• Order management
• Warehousing
• Transportation
• Customer service

What’s Included in SCM Case Studies?

• Client profile —company type, industry, and a brief history and description of the company
• The situation —the circumstances that initially caused the company to become interested in a new SCM solution
• The challenges —the problems and issues the company was facing that an SCM solution could solve
• The process —the heart of the case study, as it shows how the SCM vendor, reseller, or service provider—or TEC—performed its services in a way that met or exceeded the client’s goals and expectations
• The results —the benefits to the client at the end of the day
• Vendor/service provider profile —brief description of the vendor, reseller, or service provider—or TEC—including contact information

The Benefits of an SCM Case Study in the Selection Process

Because modern SCM software is generally quite complex, it can be difficult for companies to determine which SCM solution is the right one for their needs. Fortunately, there is a lot of documentation and research that companies can reference to assist them. As a category, SCM case studies can be of particular value because they describe how other companies overcame challenges inherent in the SCM software selection process. In the best case, organizations, such as manufacturing and distribution companies, can find SCM case studies that feature companies like theirs with similar needs and circumstances.

How TEC's SCM Case Studies Can Help You Find the Best-Fit SCM Software

TEC is a software service provider; we are not a vendor or reseller. As an industry-leading software advisory firm, we focus on three areas that are of critical importance to our clients:

• evaluation and selection
• implementation oversight
• vendor/reseller contract negotiations

TEC case studies show how our advisory services helped companies of varying types, sizes, and industries succeed in all three areas.

TEC’s SCM Software Selection Process

Selecting enterprise software presents some significant issues. The complexity of today’s enterprise software can be a challenge for companies that lack the appropriate in-house expertise. Most companies are unused to cataloging their processes and goals and then matching them to software features and functions. And while vendors sell software every day, companies seldom make a software purchase, giving vendors a built-in advantage when it comes to contract negotiations. Finally, software implementation is a specialty of its own, requiring specific expertise and oversight in this process. As you can see right below, TEC’s software selection process provides assistance in all these areas with a proven methodology developed over hundreds of successful selection projects and implementations.  

• Assess : Assess the client’s business processes and goals, gaps in key processes, and discover their functional requirements
• Review : Review SCM solutions and vendor capabilities to meet the client’s business needs
• Identify : Identify the shortlist of SCM vendors and their partner(s)
• Demonstration : Assess SCM solution demonstrations scripted to the client’s business processes
• Proposal : Create and distribute SCM request for proposal (RFP) to vendors to clarify deliverables and project total cost of ownership (TCO)
• Reference : Evaluate SCM vendor and their partner(s) through reference checks from real-world clients on previous projects
• Contract : Perform contract review and price negotiations on behalf of the client for cost savings
• Implementation : Perform oversight and monitor the implementation of the SCM application(s) to enable successful transformation and business growth

TEC’s proven methodology is backed by our decision support software TECAdvisor , ensuring that every software selection decision is driven by data and is an impartial evaluation of the current enterprise software market.

Learn More with Our Free Library of SCM Case Studies

Refine results.

• Enterprise Resource Planning (ERP) 536
• Discrete Manufacturing ERP 127
• Process Manufacturing ERP 122
• Mixed-Mode ERP 112
• ERP for Small Manufacturing Business 100
• Distribution ERP 83
• ERP for Service Industry 35
• ERP for Small Business 33
• Engineer-to-Order (ETO) 121
• Supply Chain & Logistics 299
• Supply Chain Management (SCM) 158
• Inventory Management 87
• Manufacturing Execution Systems (MES) 57
• Merchandising Software 18
• Supply Relationship Management (SRM) 29
• Transportation Management Systems (TMS) 25
• Demand Management Software 27
• RFID Software 5
• Warehouse Management Systems (WMS) 97
• Business Intelligence & Data Analytics 247
• Spreadsheet 1
• Business Process Management (BPM) 100
• Enterprise Performance Management 60
• Business Intelligence (BI) and Data Management 181
• Customer Relationship Management & Support 219
• Call Center 6
• Event Management 1
• Proposal Management 10
• Contract Management 2
• Sales Force Automation Software 21
• Customer Relationship Management (CRM) 185
• Field Service Management (FSM) 80
• Configure Price Quote (CPQ) 33
• Benefits Administration 12
• Compensation Management 6
• Human Resources 24
• Performance Management 14
• Time & Attendance 11
• Workforce Management 15
• Learning Management Systems (LMS) 75
• Talent Acquisition Software 14
• Talent Management Systems 43
• Human Capital Management (HCM) 83
• Financial 130
• Billing & Invoicing 17
• Point of Sale (POS) 2
• Accounting and Financial Software 85
• Asset Management 122
• Facility Management 6
• Computerized Maintenance Management System 109
• Asset Management (EAM) 97
• Product Lifecycle Management (PLM) 115
• Process PLM 15
• Discrete PLM 16
• Regulatory and Compliance PLM 26
• Fashion PLM 22
• Retail PLM 48
• Information & Document Management 69
• Document Management Systems (DMS) 58
• Enterprise Content Management (ECM) 52
• Content Management System (CMS) 17
• IT & IT Security 57
• Help Desk 6
• Virtual Private Network (VPN) 1
• Remote Access 3
• Network Security 16
• E-commerce 31
• Web Content Management (WCM) 6
• Communication & Collaboration 31
• Collaboration 2
• Project Management 8
• Project and Process Management (PPM) 23
• Marketing 23
• Marketing Automation 23
• Design/Creative 9
• Computer-Aided Design (CAD) 9
• Industry-Specific 3
• Property Management 3
• Manufacturing 41
• Wholesale and Retail Trade 21
• Food and Beverage Products 8
• Chemical Products 5
• Pharmaceutical and Botanical Products 4
• Transportation 4
• Construction 3
• Motor Vehicles and Other Transport Equipment 3
• Agriculture and Forestry 2
• Health Care and Social Work 2
• Hotels and Restaurants 2
• Life and Natural Sciences 2
• Mining & Quarrying 2
• Public Administration and Defense 2
• Publishing and Media 2
• Telecommunications 2
• Warehousing 2
• Electronics and High-tech Components 1
• Industry Independent 1
• Insurance 1
• Recreational, Cultural, and Sporting Activities 1

Publication Types

• Blog Posts 1,215
• White Papers 772
• Case Studies 158
• Industry Reports 65
• Brochures 41
• Software Reviews 40
• Buyer's Guides 14
• Datasheets 14
• Accreditation Reports 6
• Plex Systems 9
• Pronto Software 7
• Synergy Resources 6
• Technology Evaluation Centers 6
• Demand Management Inc. 5
• Microsoft 5
• Blue Yonder 4
• AFS Technologies, Inc. 3
• Bamboo Rose 3
• MSM Solutions 3
• AppFinity Software Corp. 2
• Cadre Technologies, Inc 2
• Cameleon Software 2
• Chiron Technologies, Inc. 2
• Dassault Systèmes 2
• Habanero Consulting Group 2
• LOGO Business Solutions 2
• NGC (New Generation Computing) 2
• Nucleus Research 2
• Waer Systems Limited 2
• Arena Solutions (a PTC Business) 1
• Know the option you’re looking for? Type in the search field.

Top Publications

Supply Chain Analysis: Data Analysis Case Study Using Excel

A supply chain analysis project using microsoft excel and microsoft power bi..

Supply chain analytics plays a crucial role in driving data-driven decision-making across industries, including manufacturing, retail, healthcare, and logistics. In this report, I presented an analysis of a Fashion and Beauty startup’s supply chain data, specifically focused on the movement of makeup products. By collecting, analyzing, and interpreting this dataset, I aim to gain insights that can inform strategic decisions and optimize supply chain operations.

Dataset Overview

The dataset comprises various features related to the fashion and makeup product supply chain. These features provide valuable information for understanding the flow of products from suppliers to customers. The following features include:

Product Type

Availability

Number of products sold

Revenue generated

Customer demographics

Stock levels

Order quantities

Shipping times

Shipping carriers

Shipping costs

Supplier name

Production volumes

Manufacturing lead time

Manufacturing costs

Inspection results

Defect rates

Transportation modes

Supply Chain Analysis using Excel

The supply chain represents a network of interconnected processes involved in the production and delivery of goods to customers. Analyzing the various components of a supply chain is crucial for identifying opportunities to enhance its effectiveness and generate greater value for customers. In this report, I conducted a supply chain analysis using Excel and gave valuable insights into optimizing supply chain operations.

Dataset Source

To perform a supply chain analysis on this company, it is crucial to gather data related to various stages of the supply chain. This includes information on sourcing, manufacturing, transportation, inventory management, sales, and customer demographics.

Fortunately, I have come across this excellent dataset that provides comprehensive data about the supply chain of a Fashion and Beauty startup.

In the following section, I will guide you through the process I use to conduct a supply chain analysis using Excel.

Dataset from Github

Dataset Analysis using Excel

The first step is to import the file into Excel.

After importing the file, the next task is to remove any duplicate entries. To do this, I selected all the data by clicking on cell A1 and then pressed Ctrl+A. Then click on the “Data” tab and choose “Remove Duplicates” under the “Data Tools” section. Once duplicates are removed, the next step is to filter the data to identify any spelling errors or unwanted names. To do this, I can click on the “Filter” tool under the “Sort & Filter” section. While filtering, I noticed that some entries under the “Customer Demographics” category are labelled as “Unknown” instead of specific demographics like Male, Female or Non-Binary. Since I won’t be using this data, I proceeded with the existing information. At this stage, the data cleaning process is considered complete, and I have moved on to the next steps.

To facilitate further analysis, I converted the data into a table. I achieved this by selecting the entire data range (Ctrl+A) and then pressing Ctrl+T to convert it into a table. The next step is to create a pivot table. Navigated to the “Insert” tab and select the “PivotTable” tool. Choose the location for the pivot table (such as a new worksheet) and specify the data range (Table 1 or the relevant table name). Once the pivot table was created, I formatted the numbers to display as whole numbers and removed any decimal places for better readability.

A. Now, I’m ready to analyze the data and provide insights based on the following requirements or objectives.

I begin the analysis of the Supply Chain by examining the correlation between product prices and the corresponding revenue they generate.

Therefore, the company generates a higher revenue from skincare products, and there is a positive relationship between the price of skincare products and the revenue they generate.

B. Now, I examined the sales based on different product types.

Skincare products account for 45% of the company’s business, while haircare products contribute to 29.5% of the revenue, and cosmetics make up 25.5% of the total sales.

C. Now, I analyzed the total revenue generated from shipping carriers.

The company utilizes three shipping carriers for transportation, and among them, Carrier B contributes significantly to the company’s revenue generation.

D. Now, I examined the average lead time and average manufacturing costs for all products of the company.

Analyzing SKUs

In the dataset, there is a column labelled SKUs, which stands for Stock Keeping Units. SKUs are unique codes assigned to products to facilitate inventory management and tracking. They serve as a means to identify and differentiate individual items, ensuring accurate monitoring of stock levels. For instance, in a toy store with a diverse range of toys, each toy would be assigned a unique SKU as a secret number known only to the store, enabling efficient inventory control.

A. Now, I analyzed the revenue generated by each SKU.

Another column in the dataset is labelled Stock levels. Stock levels indicate the quantity of products available in a store or business’s inventory at a given time

B. Now, I examined the stock levels of each SKU.

C. Now, I analyzed the order quantity of each SKU.

Cost Analysis

A. Now, I analyzed the shipping costs associated with different carriers.

The above visualizations revealed that Carrier B contributes significantly to the company’s revenue. However, it is also the most expensive carrier among the three options.

B. Now, I examined the distribution of costs by transportation mode.

The company allocates a larger portion of its transportation expenses to the Road and Rail modes for the transportation of goods.

Analyzing Defect Rate

The defect rate in the supply chain refers to the percentage of products that are found to have issues or are damaged after being shipped.

A. Now, I analyzed the average defect rate across all product types.

Haircare products have a higher defect rate compared to other product types.

B. Now, I examined the defect rates based on the mode of transportation.

Road transportation exhibits a higher defect rate, while Air transportation demonstrates the lowest defect rate. This showcases how Excel programming language can be utilized to analyze a company’s supply chain.

I successfully created a dashboard using Power BI that presents the insights mentioned earlier. The dashboard effectively highlights essential revenue-related information, including:

1. Revenue generated from each supplier. 2. Revenue generated from each location. 3. Revenue generated from each company product. 4. Total products delivered by each carrier.

These insightful visualizations offer valuable data-driven perspectives, enabling informed decision-making and strategic planning.

Supply Chain Analysis involves examining different aspects of a supply chain to identify areas for improvement and enhance the overall efficiency of the supply chain, ultimately delivering greater value to customers. This report provided an overview of conducting a supply chain analysis using Excel, highlighting key steps and techniques and revenue generated.

Thank you for reading, for more guides like this follow me on;

Twitter || LinkedIn

Buy Me a Coffee

If you find this article insightful you can support me by buying me a coffee (Click HERE ).

Remember to like, share, comment and subscribe.

Ready for more?

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Supply Chain Management Assignment

Related Papers

Kassu Jilcha

This paper focuses on supply chain management network distribution and risk management and remedies. Supply chain management is a vital issue for the global competitiveness win situation and stay in the market. Here in the case of Anbessa shoes Share company (ASSC), raw materials are procured and ladies, child and men shoes are produced at its factory, shipped to warehouses for intermediate storage, and then shipped to retailers or customers. The supply chain, which is also referred to as the logistics network, consists of suppliers, manufacturing centers, warehouses, distribution centers, and retail outlets, as well as raw materials, work-in-process inventory, and finished products that flow between the facilities in the Abessa shoe factory. The company has experienced problems of market assessment, market research and development center and product distribution methods faced as big challenge leading to produce supply chain risk source at different point which leads them out of glo...

Matthew Mohan

India is becoming a global manufacturing hub. Increasing demand in domestic and international markets is opening a new world of opportunities for the Indian Industry. Increasing competition, due to globalization is making inevitable for the Indian industries to provide cost effective quality output with stringent delivery schedules. Issues in supply of inferior quality, delayed supply, unwarranted cost escalation, etc. would adversely impact the credibility and business potential of the Indian industry. Amongst many difficulties faced by Indian manufacturers, supply chain disruption management is a major issue, which can result in large tangible and non-tangible losses. In current study lot of research has been done to understand what the Supply Chain Management is and how it is affecting organizations, what are different challenges and it can be proved as a tool for improving overall performance in today's global competitive environment.

Journal of Risk Research

Carlo Rafele , Anna Corinna Cagliano , Alberto De Marco

Contemporary …

Rohaizat Baharun

Carlo Rafele , Anna Corinna Cagliano

The paper develops a framework for supporting risk management according to the Enable process ‘Manage Supply Chain Risk’ defined by SCOR-Model. To this end, process mapping, project risk management, and performance measurement are integrated in order to provide an approach based on information and data currently recorded by the majority of companies. The methodology is illustrated by applying it to an ideal manufacturing supply chain. Future research efforts will focus on a comprehensive test of the framework in real settings in order to validate and refine it.

Computers & Industrial Engineering

Kym Stewart

Over the years, most of the firms have focused their attention to the effectiveness and efficiency of separate business functions. As a new way of doing business, however, a growing number of firms have begun to realize the strategic importance of planning, controlling, and designing a supply chain as a whole. In an effort to help firms capture the synergy of inter-functional and inter-organizational integration and coordination across the supply chain and to subsequently make better supply chain decisions, this paper synthesizes past supply chain modeling efforts and identifies key challenges and opportunities associated with supply chain modeling. We also provide various guidelines for the successful development and implementation of supply chain models.

Operations Management Research

Marcos Primo

Suppliers are expected to reduce manufacturing firm supply risks by minimizing supply failures and by resolving supply problems, even those ones resulting from firm’s actions. Integration mechanisms may enhance interaction and collaboration in the firm supply chain, especially in the buyer-supplier interface, to reach these goals. Based on case studies in four North-American manufacturing companies in the electronic and aerospace industries, we analyzed the importance of integration mechanisms for manufacturing firms to address supply problems. We also explored some drivers supporting those mechanisms. Supplier commitment was found to be a key integration factor to address supply problems. This may be accomplished by trust and power mechanisms. Internal integration between purchasing and manufacturing groups also played a significant role in supplier collaboration at the problem solving process. Customer integration seemed more important to address supply problems for contract manufacturers than for Original Equipment Manufacturing (OEM) firms. Although supply problems might originate several stages upstream in the supply chain, surprisingly there was no integration beyond direct suppliers in the manufacturing firm supply chain.

SCEEUS Report

Andreas Umland

This survey was first published by the European Parliament in February 2024 and complements an April 2023 European Parliamentary Research Service report as well as other investigations into Russia’s forcible displacement and deportation of Ukrainian children since 24 February 2022. The nature of this disturbing issue and the challenges posed together with possible solutions are discussed here, on the basis of numerous quotes from Ukrainian officials. Ukrainian reactions to the deportations are listed as well as the first foreign governmental and non-governmental responses. Against this background, various recommendations are presented for action to the European Union and further international stakeholders. https://sceeus.se/en/publications/russias-forcible-transfers-of-unaccompanied-ukrainian-children-responses-from-ukraine-the-eu-and-beyond/

스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨

frgerg ergewr

스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨스포츠토토커뮤니티〃〃ETE222。COM〃〃아이폰배트맨

eva valcarcel

RELATED PAPERS

Archives of Otolaryngology–Head & Neck Surgery

IRJET Journal

Archives of Dermatological Research

Mourad MOKNI

Björn Johnson

Bioorganic & Medicinal Chemistry Letters

Khánh Lê Nam

Zenodo (CERN European Organization for Nuclear Research)

indrajit kar

Mohammad Mubarak

chemistry and materials research

Ganiyat K Oloyede

Journal of Hydrology

Eike Luedeling

办牛津布鲁克斯大学毕业证 英国毕业证学历证书留服认证原版一模一样

Pediatric Rheumatology

Gayane Amaryan

Marcus Stoodley

Palacio de los Reyes de Navarra. Olite: Exotismo y vanguardia en la Corte de Carlos III

Aitor Iriarte Cortazar , joaquín garcia purroy

Ratan Jaipur

Stephanie Wynne-Jones, Adria LaViolette ed. “The Swahili World”, Chapter 17

Manahil Afzal

sara zahran

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

• Technical Support
• Find My Rep

You are here

Supply chain management case study 1, case 1: rising health care costs and the role of outsourcing and offshoring in the u.s. health care sector.

Share this activity with your students by simply copying and pasting the URL for this page into your LMS.   

• Time frame: Approximately 30 Minutes
• Setting : Online or face-to-face
• Source : Chapter 1 The Globalization of Business from  Supply Chain Management   by Ray R. Venkataraman and Ozgun C. Demirag
• Explain how globalization has affected the management of supply chains.
• Explain how supply chain management has evolved over the years. 
• Identify some of the emerging trends in supply chain management.

Imagine yourself working at the Centers for Medicare & Medicaid Services (CMS)

Centers for Medicare & Medicaid Services (CMS) is a federal agency within the U.S. Department of Health and Human Services that provides health coverage through Medicare, Medicaid, the Children’s Health Insurance Program, and the Health Insurance Marketplace. CMS uses the National Health Expenditure Accounts as the official estimates of total health care spending in the United States, which includes expenditures for health care goods and services, public health activities, government administration, the net cost of health insurance, and investment related to health care. According to these estimates, U.S. health care spending reached $3.5 trillion in 2017, which translates to $10,739 per person and 17.9% of the nation’s gross domestic product (GDP). The latest preliminary estimates by independent federal actuaries show that the spending has further grown to $3.65 trillion in 2018, 59% of which was for hospital, doctor, and clinical services. The total spending is larger than the GDPs of countries such as Brazil, the United Kingdom, Mexico, Spain, and Canada, and it is estimated to grow at an average annual rate of 5.5% from 2018 to 2027. Despite high spending, the United States lags behind comparable countries on a number of health care quality measures such as overall mortality rate, premature death, life expectancy at birth, mortality amenable to health care, disease burden, wait times for primary/urgent care visits, and cost-related access barriers. 

The question of which factors are driving the health care costs higher in the United States than in peer countries is often a subject of discussion and debate. The complex and highly fragmented nature of the U.S. health care system as well as differences in the measurement of quality/intensity of care across different countries make it especially hard to find definitive answers. The cost of state-of-the-art medical technologies and prescription drugs, rising chronic diseases, and high administrative costs are often cited as contributing factors. Other arguments are that the United States uses more health care services, has too many specialists, provides too much inpatient hospital care, and spends too little on social services, although a recent Harvard study finds the “prices of labor and goods, including pharmaceuticals, and administrative costs appear to be the major drivers of the difference in overall cost between the United States and other high income countries.” The new paradigm of value-based care is one effort that has been initiated with the goal of improving quality of care while reducing health care costs. Value-based care has a focus on overall value of care, and it is replacing the conventional fee-for-service financial model that is focused on patient volume. 

Meanwhile, hospitals are facing increasing pressure on their operating margins, and many of them are experiencing stagnating or declining margins. A study that has analyzed for-profit and nonprofit provider networks found that average operating margins decreased from 4.15% in 2015 to 2.56% in 2017, representing an almost 39% decline. Hospitals that are facing deteriorating margins are having problems in two main areas: revenue growth and cost control. Particularly, the study showed that hospitals’ expenses grew 3 percentage points faster than revenue. It is therefore not surprising that a recent national survey of hospital executives identified cost control as the new number one issue facing hospitals. Initiatives related to supply chain and labor cost/productivity improvements are reported to be two of the most commonly used measures undertaken by hospitals to control and reduce costs. 

As cost reduction is put high on hospitals’ agendas, there is a renewed interest in outsourcing as a possible solution to achieving cost efficiencies. A 2018 survey on health care outsourcing reveals that 98% of health care leaders from more than 700 hospitals and inpatient organizations are considering outsourcing options in both clinical and nonclinical functions. Although it has been a common practice for hospitals to outsource their noncore, nonclinical functions, the emergence of value-based care is one reason why outsourcing is being considered for clinical expertise as well. In fact, outsourcing has already found its place in a variety of areas such as diagnostic imaging service lines and operating room efficiency. If you ever have an MRI or CT scan, it is very likely that your scans are going to be read by an overseas radiologist due to an outsourcing practice called teleradiology. Likewise, if you have a surgical procedure, the anesthesia service may be provided by a third-party vendor. While outsourcing vendors typically have certain specializations, they can also offer bundled services for hospitals, including, for example, IT, clinical services, and analytics. The survey concludes, “As hospitals look for ways to reduce costs, outsourcing is a valid strategy to achieve a financially healthier organization.” 

Outsourcing is not the only development that the health care sector should be paying attention to. Globalization makes it possible for businesses to operate and serve in markets all over the world—and the health care business is no exception. A striking example of this phenomenon comes from a recent partnership between India-based Narayana Health and America’s largest nonprofit hospital network, Ascension. The joint venture has opened a hospital in the Cayman Islands, located 430 miles south of Miami, Florida. Narayana has already established itself as a low-cost, high-quality health care provider in India, and this mission holds true for the Cayman Islands hospital, which is its first development outside India. The hospital is offering surgical procedures at less than half the average U.S. price while achieving quality outcomes that match or exceed the best U.S. hospitals. The approach to obtaining low prices lies in its commitment to quality, operational excellence, and advanced technology. The hospital leverages its network of suppliers in India to achieve volume discounts for FDA-approved medical equipment and medicine. All of its back-office operations have been outsourced to low-cost but high-skilled employees in India. High-performing doctors from India were transferred to the new hospital in the Cayman Islands. Is it possible that American health care will be offshored to hospitals and health care providers like the one in the Cayman Islands? It is too early to tell. However, considering the recent developments in globalization of health care, including the booming medical tourism sector, the business model of Narayana has the potential to disrupt U.S. health care, and U.S. health care providers should take notice.

Share Your Insights

• What are the advantages and disadvantages of adopting outsourcing in health care?
• How can outsourcing help hospitals achieve improvements in their supply chain management?
• What are some arguments either in favor of or against the view that health care offshoring to facilities like the one in the Cayman Islands is a threat to the U.S. health care industry?

Learn more about Supply Chain Management :

Supply Chain Management

• Case 1: Rising Health Care Costs
• Case 2: McDonald’s Reinvents Itself Again
• College Publishing Offerings
• Digital Solutions for Your Course
• Research Methods, Statistics, and Evaluation Catalog
• Sign up to receive new content alerts and special offers

• No category

Case Assignment Alligator (Supply Chain Management)

Related documents

Add this document to collection(s)

You can add this document to your study collection(s)

Add this document to saved

You can add this document to your saved list

Suggest us how to improve StudyLib

(For complaints, use another form )

Input it if you want to receive answer

How to Solve a Supply Chain Case Study Interview

• Last Updated January, 2022

Former Accenture

People can be nervous about approaching a supply chain case study interview.

Everyone has some level of experience with marketing and sales because they see these functions in stores and advertisements every day.

The supply chain that gets the product on a store shelf (whether it’s a physical one or digital) can be more opaque.

Supply chain management is the optimization of the process of designing and creating a good or service and getting it to the customer in the most efficient way possible.

Breaking the supply chain down into its component steps will allow you to look at essential parts of the process and uncover which steps may have problems that need to be addressed to better meet customer needs.

In this article, we’ll discuss:

• The types of business problems that fall under supply chain management,
• Why supply chain matters,
• Key factors to consider in a supply chain case,
• A supply chain case example, and
• Our 7 tips on answering a supply chain case interview question.

Let’s get started!

What Types of Business Problems Fall into Supply Chain Management?

Supply chain management includes:

• Product development, 
• Sourcing parts and materials, 
• Production, 
• Logistics, and
• Information systems that support this process.

Each consulting firm breaks down the group of consultants who work on supply chain problems differently. Some firms put the entire process under supply chain. 

In others, “production” problems are managed by an operations practice or service line. The supply chain practice is responsible for issues like:

• How does a company get the necessary components that go into making its product in a cost-effective and timely fashion?
• And how does the company deliver that product to the end-customer efficiently and at the required service level?

For example, before a company can manufacture a bike, it needs tires, steel, or aluminum for the frame, the bike chain, etc. To get the finished bike to market, they need transportation to retail stores or a chain’s distribution warehouse. 

For the purpose of this article, we’ll look at the broader definition of supply chain, the entire process from getting components parts, to manufacturing the product and delivering finished goods as cheaply and efficiently as possible while meeting or exceeding service level expectations.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

Why Does the Movement of Goods To & From a Factory Matter So Much?

Moving goods to and from a factory might not seem to be the most exciting thing in the world but it’s fundamental to business success. If you can’t get your innovative new product to market so your customers can buy it, it can’t add value to your bottom line. 

From a financial perspective, there are both inbound and outbound considerations. 

Inbound considerations include:

• Transportation costs from supplier to factory/warehouse
• Warehousing cost 
• Carrying cost of inventory

Outbound considerations include:

• Transportation costs from factory to customer or store

Let’s look at these in more detail.

Transportation Cost

Transportation costs include both receiving goods from suppliers and distributing them to the customer. There are several factors to be considered when calculating transportation costs, and they may have to be weighed against other factors.

For example, is it more beneficial to use a cheaper supplier that has higher inbound transportation costs? Is it better to use a more expensive carrier service that results in a lower rate of damaged goods or quicker transit time?

Warehousing Cost

The cost of storing inventory, whether component parts or finished products, needs to be considered in effective supply chain management. Warehousing costs can be significant and can be optimized in a number of ways:

• Only renting the storage space you need and using it efficiently.
• Optimizing product packaging to reduce the storage space required.
• Researching less expensive potential warehousing locations.
• Using a multi-client facility where several businesses share the cost (if not a lot of space is required.)

It’s worth bearing in mind that, like many things in supply chain management, there may be tradeoffs. Cheaper warehousing that’s poorly connected to a company’s distribution network could end up costing you more time and money than more expensive storage that’s well connected. It’s important to optimize total supply chain costs, not each individual cost in the supply chain.

Inventory Carrying Cost

In addition to storage costs, there are several other costs associated with holding inventory. These include:

• Capital cost . Money that’s been invested in inventory cannot be used elsewhere.
• Insurance . Storing inventory requires insurance to cover the risk of theft or damage.
• Risk . Products may decrease in value or become obsolete during the time they’re stored.

Similarly, from a customer service level perspective, there are both inbound and outbound considerations.

• Factory/production cell downtime due to lack of component parts. 
• Missed sales due to stockout at retail stores.
• Failure to meet customer service-level expectations.

In short, inventory levels are about managing supply vs. demand. If there is a problem with inbound supply, production will slow or cease. This is highly inefficient and reduces potential product profitability. 

For example, the blockage of the Suez Canal in early 2021 due to a container ship that ran aground was expected to delay shipment of $9.6 billion in goods a day on the 150+ vessels waiting to travel through the canal according to a BBC article. These delays are expected to cost companies substantial sums due to:

• Lost sales as customers look to competitors to purchase out-of-stock goods,
• Production downtime at manufacturers resulting from parts shortages,
• Higher shipping costs on ships detoured to longer, more expensive sea routes to avoid the canal, and 
• Higher shipping costs due to a worldwide shortage of shipping containers that was exacerbated by this accident.

Key Factors to Consider in a Supply Chain Case Study Interview

A supply chain process map.

When analyzing a supply chain case, the best place to start is by mapping out the steps parts go through as they come into the factory, go through the manufacturing and quality control processes, and then are finally shipped to the customer. A process map like the one above will help you identify key steps.

Imagine yourself walking the production floor following the process the parts and end-product go through. In a supply chain case with an actual client, you’ll do this.

An effective supply chain moves the various elements seamlessly in the most efficient manner, minimizing waste and maximizing profitability. The flow of information between supplier and buyer, production, and the market should also move freely. This means it can be used to improve supply chain decisions. For example, an increase in orders at Manufacturer A will be communicated to their supplier, Company B, so that they know that they expect a larger than normal parts order and are prepared to fulfill it.

Imagine How Raw Materials Arrive at a Factory and Move Through It

• What steps are required to get parts into inventory?
• Where are they stored?
• How are they moved around the factory?
• How are they changed to outputs – single step or multiple?
• Is there an assembly step? A quality control step?
• How are they packaged and stored?
• Where and how are they prepared and loaded for delivery to market?

Tip! Look for steps in the process where inventory is piling up. This may be because parts supply or production is unbalanced, reducing efficiency. Find ways to improve these bottlenecks.

Tip! Look for areas where there are significant problems with quality control. Parts or products that need to be sent back to suppliers or go through production rework are opportunities to improve efficiency and quality and, by doing so, save money.

After you have a clear understanding of the company’s supply chain, there are 4 factors you’ll want to dive deeper into to find opportunities to improve efficiency:

• Operational considerations,
• Financial considerations,
• Service levels, and 
• Matching supply and demand.

Operational Considerations

The best supply chains are highly efficient, which means they have low to minimal waste and consistently operate at optimum levels. This means that labor capacity is well-matched to production requirements.

They are also reliable with robust supplier relationships and an effective transportation solution.

Questions to Ask about Operational Efficiency

• Product development
• How well do we understand customer needs and use that insight to develop next-generation products?
• How efficient are we at designing new products to meet these customer needs?
• Is there a good split of engineering resources allocated to incremental product improvements versus next-generation product design?
• Do we regularly review contracts for cost-savings opportunities (both for direct spend on components that go into our end-products and indirect spend on things such as travel and office supplies)?
• Do we optimize total cost of ownership rather than individual component costs?
• Is the production process optimized or does work-in-process accumulate behind bottlenecked resources (equipment or employees)?
• Does the factory experience production shut-downs due to a lack of raw materials?
• Does the factory experience unexpected equipment downtime?
• Are employees cross-trained to minimize rework?
• How efficient is the inbound transportation network? Are raw materials received on a just-in-time basis? How often are there stock-outs?
• How efficient is the outbound transportation network? Are end products received by customers on time? 
• Are there product defects or quality issues caused by transport?
• Information systems that support this process
• Do information systems support the exchange of data up and down the supply chain to optimize decision-making?

Financial Considerations

There are both fixed and variable costs associated with getting a product to market that should be considered.

Fixed Production Costs

Fixed costs are costs that are independent of production volume (at least over the short term) — for example, factory leasing costs.

Let’s assume a factory can produce a maximum of 10,000 units of a product a year. To lease the factory is the same price whether you produce 1 unit or 10,000 units a year. 

Fixed costs can depend on production volume only when it exceeds a threshold volume.

For example, if sales increase and the business needed to produce 15,000 units a year, the company would need to lease another factory to deal with the increased production. In this case, volume does affect a fixed cost.

Fixed costs do directly influence the cost per unit, however. The higher the utilization of the fixed production volume, the lower the cost per unit. 

For example, if the factory mentioned above costs $10,000 to lease and the factory is producing at its full capacity of 10,000 units, then the fixed cost/unit of output is $1. If the factory is only running at 50% capacity, the fixed costs/unit of output would double to $2.

Variable Production Costs

Variable costs change in proportion to production volume. For every additional unit produced, an additional $x of variable cost is incurred. Examples of variable cost items include raw materials and hourly labor costs.

There are times when rebalancing fixed and variable costs can be an opportunity for savings. For example, is it beneficial to invest in machinery or automation (fixed cost) if it reduces high labor costs? Be sure to look for opportunities like this as well as optimizing fixed and variable costs on their own.

Questions To Ask About Financial Optimization

• How do increases and decreases in production impact fixed and variable costs?
• Are there variable costs that fixed costs could replace?  (Example: new machinery that could reduce labor costs as well as total costs of production?)
• Are there fixed costs that could be reduced through outsourcing? (Example: costs of leasing and managing a warehouse that could be reduced by outsourcing?)
• Where are the biggest opportunities for financial savings?
• How could reducing or increasing costs affect other considerations such as operational efficiency?

Service Levels

In supply chain management, the term service level has a specific meaning. It relates to how well inventory levels fulfill customer orders. A good service level is one that can fulfill customer orders without incurring a delay.

This is important because customer loyalty may decrease if products are consistently out of stock.

Questions To Ask About Service Levels

• What are the clients’ service level expectations?
• How often are customer orders fulfilled successfully?
• How would changing service levels affect buyer behavior or customer retention?
• How would changing service levels increase or decrease costs?

Supply and Demand

Effective supply chain management is about ensuring demand for the product is equaled by supply, at the lowest cost to the business.

If demand is higher than supply, customers could turn to a competitor.

If supply is higher than demand, inventory costs can reduce profit margins. Storing inventory also increases business risk as the product may decrease in value or become obsolete as it waits to reach the market.

Questions To Ask About Supply And Demand

• What factors influence supply?
• What factors influence demand?
• How good is the organization at forecasting demand?
• How flexible is the organization at changing output (e.g., are workers cross-trained for different production cells?)
• How well are supply and demand currently balanced?
• If they are imbalanced, what factors are contributing to this and how can those issues be fixed?

Supply Chain Case Study Interview – A Sample Question

Problem: Intel is the world’s largest manufacturer of computer chips. In 2008, Intel launched its low-cost “Atom” chip . The supply chain costs of Intel’s chips were about $5.50 a chip, which were acceptable for chips that sold for $100 each. For the Atom chips, priced at $20, these costs were too high to generate a profit.

What factors should Intel consider in order to reduce its supply chain costs, and what actions would you recommend as a priority?

Mapping the Supply Chain

Mapping out the supply chain process for Intel’s Atom chip identified several steps that had already been optimized including:

• Raw material costs, 
• Packaging costs, and
• Duty payments.

It also identified that customers required a 2-week service level for receiving orders after a purchase order was submitted. 

However, the order cycle for the Atom chip was 9 weeks. Order-cycle time is the time between when a customer order is received and when the goods are shipped. High levels of inventory were required to ensure that customer service levels could be met despite the long production cycle time.

Because of this, production time/inventory was identified as the key step that had opportunities for improvement.

Identifying Opportunities to Reduce Production Time and Inventory

The process for reducing inventory required reducing the order cycle time to meet the customer’s 2-week required service level. Getting to a 2-week cycle time from a 9-week cycle time was a considerable challenge. To meet this challenge, opportunities to improve order cycle time were addressed throughout the supply chain process. 

As described above, for a supply chain case, there are 4 main factors to consider:

• Service levels, and
• Supply and demand.

In drilling down on this case, the following opportunities were identified:

• Financial: Intel moved to a vendor-managed inventory model where possible to save inventory carrying costs. Vendor-managed inventory is the process of having a parts manufacturer take responsibility for holding the required amount of inventory at the customer location.  
• Operational: The team was able to identify multiple production process improvements to reduce order cycle time, such as cutting the chip assembly test from 5 days to 2 days.
• Service levels : As mentioned, the 2-week required service level was not flexible, providing no opportunities in this area.
• Balancing supply and demand: Intel introduced a formal sales and operation planning process to provide better demand forecasts and time production to better meet demand.

Our 7 Tips on Answering a Supply Chain Case Interview Question

Tip 1: walk through the supply chain process.

Start by mapping out the step-by-step supply chain process.

Understanding how materials arrive from suppliers, the steps to turn them into outputs, and what’s needed to get them to market is an important first step. Once you’ve done this, look for bottlenecks or inefficiencies in the system.

Tip 2: Clarify Your Understanding of the Case 

At the start of any case study, it’s important to make sure you understand the question. This includes any information you’ve received about the case and also what you think you need to do to solve it.

A simple way to do this is to repeat back to the interviewer what you know about the case and what you believe the task to be. This gives them an early opportunity to guide your thinking if you look to be going off track.

Tip 3: Ask Questions

If you don’t understand anything, ask! Even if you feel you should know something, there’s no point wasting time worrying about it. Just ask the question and move on.

Similarly, if there are gaps in the data provided, or you need more information in order to form a hypothesis or conclusion, ask your interviewer for more detail. They may provide further information that helps you choose an approach or strengthens your analysis.

Tip 4: Take Time to Structure your Thinking

Don’t be afraid to take your time when structuring your approach to the case. 

Moments of silence can feel endless in an interview situation, but it’s better to use some extra thinking time and respond clearly and logically than answer immediately in a rushed or haphazard manner.

If you need more time to think, it’s perfectly ok to signpost that to your interviewer by asking for a little more time to organize your thoughts.

Tip 5: Use A Framework

Frameworks are popular with both candidates and interviewers alike as they bring structure to your analysis. 

Case interviews can be daunting, and anxiety can make it tricky to think things through logically. Using a framework provides an anchor to organize your thoughts around and makes it less likely you’ll leave anything out.

In supply chain cases, the supply chain process itself can often be used as your framework.

Tip 6: Share Your Analysis

Speaking of analysis, don’t be afraid to share your thoughts aloud. A case interview should be more of a conversation than an interrogation!

Remember your math teacher always telling you to show your work? The same is true in case interviews.

Explaining your thought process helps the interviewer see how you process and make connections between pieces of information. They may also point out small mistakes in your arithmetic so that they don’t mess up your conclusion.

Tip 7: Provide a Recommendation

At the end of the interview, briefly summarize the information you’ve uncovered about the case and how it’s influenced your thinking. Then clearly state your recommendation for the client’s next steps.

Make sure you also share any other important details, such as any risks associated with your recommendation and how they might be overcome.

In this article, we’ve covered:

• Which business problems supply chain management covers,
• The reasons supply chain management is important,
• The essential considerations of a supply chain case,
• An example of a supply chain case, and
• Our top 7 tips for acing the supply chain case interview.

Still have questions?

If you have more questions about supply chain case study interview questions, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them. Other people prepping for supply chain case interviews found the following pages helpful:

• Our Complete Guide to Case Interview Prep ,
• Case Interview Types , and
• Case Interview Examples .

Help with Consulting Interview Prep

Thanks for turning to My Consulting Offer for advice on supply chain case study interview questions. My Consulting Offer has helped almost 85% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Tanya was able to get her offer from McKinsey.

4 thoughts on “How to Solve a Supply Chain Case Study Interview”

I need to do a power point for an interview. I have to do a Logistics Analyst Case Study answering questions regarding delivery data for the supply chain and I can’t seem to figure out how to go about answering the questions. I need some professional guidance to help me through the process. Thank you.

Supply chain cases are challenging.

If you’d like an overview of how to approach answering a consulting case interview, our Ultimate Guide to Case Interview Prep is your best source. If you’d like a one-on-one coach for case interviews, including learning how to case in as short as a week, you can apply here .

I would like some more information on supply chain cases – interview’s specifically but not only

Hey, Michael,

Here are a couple publically available cases that might help you: Steel Co. from the NYU Stern 2019 casebook. https://drive.google.com/drive/folders/1AImB14ysaUoYBNw-ArtoCtzZA5cADUhy S.A. Shipping from the McCombs Texas MBA Casebook 2017-2018.

Best of luck on your supply chain case prep!

Leave a Comment Cancel reply

Save my name, email, and website in this browser for the next time I comment.

© My CONSULTING Offer

3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

No thanks, I don't want free strategies to get into consulting.

We are excited to invite you to the online event., where should we send you the calendar invite and login information.

Simulation of Supply Chain with Disturbances Using Flexsim - Case Study

• Conference paper
• First Online: 01 January 2015
• Cite this conference paper

• Patycja Hoffa 9 &
• Pawel Pawlewski 9  

Part of the book series: Communications in Computer and Information Science ((CCIS,volume 524))

Included in the following conference series:

• International Conference on Practical Applications of Agents and Multi-Agent Systems

The aim of the paper is to present a simulation model of transportation which includes different disturbances. The paper describes in detail modeled route and way of modeling some disturbances. In article authors presented influence of distinguished distortion to time of realization transport task. Authors create own object with using Discrete Event Simulation and Agent Based Simulation approach. The research highlights of the performed works are as follows: showing influence of disturbances to transportation time and present a description to build objects, which represent disturbances.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

How to Simulate Transportation Disturbances in the Logistic Process?

Response Time Reduction in the Leather Products Manufacturing Industry Using Arena Simulation Method

Simulation-Based Analysis of Integrated Production and Transport Logistics

Alteren, B., Hokstad, P., Moe, D., Sakshaug, K.: A barrier model for road traffic applied to accident analysis. In: Spitzer, C., et al. (eds.) Probabilistic Safety Assessment and Management, pp. 3603–3608. Springer, London (2004)

Chapter   Google Scholar  

Bae, J.W., Lee, G., Moon, I.: Introductory tutorial: agent-based modeling and simulation. In: Winter Simulation Conference, pp. 3809–3820 (2012)

Google Scholar  

Banks, J., Carson II, J.S., Nelson, B.L., Nicol, D.M.: Discrete-Event System Simulation, 4th edn, pp. 68–86. Prentice Hall, Upper Saddle River (2004). ISBN 0-13-144679-7

Bocewicz, G.: Robustness of multimodal transportation networks. Eksploatacja i Niezawodność-Maintenance and Reliability 16 (2), 259–269 (2014)

Brussaard, L.A., Kruiskamp, M.M., Oude Essink, M.P.: The Dutch Model for the quantitative risk analysis of road tunnels. In: Spitzer, C., et al. (eds.) Probabilistic Safety Assessment and Management, pp. 2660–2665. Springer, London (2004)

Caddy, I.N., Helou, M.M.: Supply chains and their management: application of general systems theory. J. Retail. Consum. Serv. 14 , 319–327 (2007)

Article   Google Scholar  

Cassandras, C.G., Lafortune, S.: Introduction to Discrete Event Systems, 2nd edn, pp. 557–615. Springer, Heidelberg (2008). ISBN 978-0-387-33332-8

Book   MATH   Google Scholar  

Chan, W.K.V., Son, Y., Macal, C.M.: Agent-based simulation tutorial – simulation of emergent behavior and differences between Agent-Based Simulation and Discrete-Event Simulation. In: Winter Simulation Conference, pp. 135–150 (2010)

Chen, S., Peng, H., Liu, S.: Yang, Y.: A Multimodal Hierarchical-based Assignment Model for Integrated Transportation Networks. J. Transp. Syst. Eng. Inf. Technol. 9 (6), 130–135 (2009)

Fung, R.Y.K., Chen, T.: A multiagent supply chain planning and coordination architecture. Int. J. Adv. Manuf. Technol. 25 (7–8), 811–819 (2004)

Gheorghe, A., Birchmeier, J., Kröger, W.: Advanced spatial modelling for risk analysis of transportation dangerous goods. In: Spitzer, C., et al. (eds.) Probabilistic Safety Assessment and Management, pp. 2499–2504. Springer, London (2004)

Hoffa, P., Pawlewski, P.: Agent based approach for modeling disturbances in supply chain. In: Corchado, J.M., et al. (eds.) Highlights of Practical Applications of Heterogeneous Multi-Agent Systems. The PAAMS Collection, pp. 144–155. Springer, Heidelberg (2014)

Jasiulewicz-Kaczmarek, M.: Role and contribution of maintenance in sustainable manufacturing. In: Bakhtadze N., Chernyshov K., Dolgui A., Lototsky V., (eds.) 7th IFAC Conference on Manufacturing Modelling, Management, and Control, part 1, vol. 7, pp. 1146–1151 (2013)

Kim, S.-H., Robertazzi, T.G.: Modeling Mobile Agent Behavior. Comput. Math. Appl. 51 , 951–966 (2006)

Article   MATH   MathSciNet   Google Scholar  

Macal, C.M., North, M.J.: Introductory tutorial: agent-based modeling and simulation. In: Winter Simulation Conference, pp. 362–376 (2013)

Marseguerra, M., Zio, E., Bianchi, M.: A fuzzy model for the estimate of the accident rate in road transport of hazardous materials. In: Bedford, T., van Gelder, P.H.A.J.M. (eds.) Safety and Reliability, pp. 1085–1092. Swets & Zeitlinger, Lisse (2003)

Orlandelli, C.M., Vestrucci, P.: Development of a road transportation risks data base for Italy: methodology, models and results. In: Spitzer, C., et al. (eds.) Probabilistic Safety Assessment and Management, pp. 2269–2274. Springer, London (2004)

Siebers, P.O., Macal, C.M., Garnett, J., Buxton, D., Pidd, M.: Discrete-event simulation is dead, long live agent-based simulation! J. Simul. 4 (3), 204–210 (2010)

Sitek P., Wikarek J.: A hybrid approach to supply chain modeling and optimization. In: Federated Conference on Computer Science and Information Systems, pp. 1223–1230 (2013)

Skorupski, J.: Sieci Petriego jako narzędzie do modelowania procesów ruchowych w transporcie, Prace Naukowe Politechniki Warszawskiej, Transport, z.78, pp.69–84 (2011)

Tixier, J., et al.: Development of a risk knowledge platform dedicated to accident of dangerous goods transportation. In: Guedes Soares, G., Zio, E. (eds.) Safety and Reliability for Managing Risk, pp. 117–122. Taylor & Francis Group, London (2006)

Umeda, S.: Simulation analysis of supply chain systems with reverse logistics. In: Winter Simulation Conference, pp. 3375–3384 (2013)

Wieland, A., Wallenburg, C.M.: Supply-Chain-Management in stürmischen Zeiten, Berlin. (2011)

Wilhelm, T., Hollunder, J.: Information theoretic description of networks. Phys. A 385 (1), 385–396 (2007)

Article   MathSciNet   Google Scholar  

http://autostrada-a2.pl . Accessed Jan 2015

https://www.flexsim.com/ . Accessed Jan 2015

http://www.gddkia.gov.pl . Accessed Jan 2015

http://gddkia.gov.pl/pl/aprint/6636/mapa-i-spis-czarnych-punktow . Accessed Jan 2015

http://isap.sejm.gov.pl/ . Accessed Jan 2015

https://mapa.targeo.pl . Accessed Jan 2015

http://www.rmf24.pl/fakty/polska/news-szokujacy-raport-o-polskich-drogach-zobacz-mape-czarnych-odc,nId,769924 . Accessed Jan 2015

Download references

Acknowledgements

Presented research are carried out under the LOGOS project (Model of coordination of virtual supply chains meeting the requirements of corporate social responsibility) under grant agreement number PBS1/B9/17/2013.

Author information

Authors and affiliations.

Poznan University of Technology, ul.Strzelecka 11, 60-965, Poznań, Poland

Patycja Hoffa & Pawel Pawlewski

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Patycja Hoffa .

Editor information

Editors and affiliations.

Departamento de Inteligencia Artificial, Universidad Politécnica de Madrid, Madrid, Spain

Javier Bajo

University of Southern Denmark, Odense, Denmark

Kasper Hallenborg

Faculty of Engineering Management, Poznan University, Poznan, Poland

Pawel Pawlewski

Departamento de Sistemas Informáticos y Computación, Polytechnic University of Valencia, Valencia, Spain

Vicente Botti

Fluminense Federal University, Rio de Janeiro, Brazil

Nayat Sánchez-Pi

Universidad Nacional de Colombia, Manizales, CALDAS, Colombia

Nestor Darío Duque Méndez

Lab. Nacional de Energia e Geologia, Lisbon, Portugal

Fernando Lopes

Universidad Politécnica de Valencia, Valencia, Spain

Vicente Julian

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Springer International Publishing Switzerland

About this paper

Cite this paper.

Hoffa, P., Pawlewski, P. (2015). Simulation of Supply Chain with Disturbances Using Flexsim - Case Study. In: Bajo, J., et al. Highlights of Practical Applications of Agents, Multi-Agent Systems, and Sustainability - The PAAMS Collection. PAAMS 2015. Communications in Computer and Information Science, vol 524. Springer, Cham. https://doi.org/10.1007/978-3-319-19033-4_8

Download citation

DOI : https://doi.org/10.1007/978-3-319-19033-4_8

Published : 13 May 2015

Publisher Name : Springer, Cham

Print ISBN : 978-3-319-19032-7

Online ISBN : 978-3-319-19033-4

eBook Packages : Computer Science Computer Science (R0)

Share this paper

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research