To employ logistics as an effective competitive lever, management should adapt logistics programs to support ongoing corporate strategies in the short-term and factor logistics into the design of business operating strategies on a continuing long-term basis. Steps necessary for factoring logistics into strategy include the performance of a logistics strategy audit, possible logistics systems redesign, and the maintenance of procedures to ensure c...

Ellis finds itself in a weakening competitive position largely due to the lack of rationalization in its plants. Driven by a strong traditionally decentralized sales organization, Ellis finds that all plants want control over all product lines. As a result, overall economics of scale are not achieved, and duplication of resources has weakened Ellis' cost position. Case gives enough data for students to make specific recommendations.

Two competitors in the Northeast steel service center industry have made very different choices with regards to logistics and operating strategy. One distributes from a large central location; the other operates seven widely scattered warehouses. Students can diagnose and discuss the significant impacts of these choices, especially in an economic downturn.

Competition in the industrial marketplace is growing steadily more intense. Consequently, managers are beginning to take a close look at the logistics systems of their companies as a means of gaining competitive advantage. A well-designed system can help advance a company's strategic goals - and a poorly designed system can lead a company to disaster.

Group technology (GT), the concept of exploiting similarities in recurring tasks and grouping like problems, is drawing increasing interest from manufacturers because of its ability to boost productivity in three ways: 1) by performing similar activities together, thereby cutting setup time; 2) by standardizing closely related activities, thereby eliminating unnecessary proliferation of similar parts; and 3) by storing and making accessible infor...

The world's largest manufacturer of woolen outerwear garments seeks to extend its retailing network to the United States from its base in Europe. A number of issues concerning marketing, manufacturing, and logistics strategy are raised by the proposed move along with specific questions about how the move should be managed. The case describes a well-thought-out, functionally integrated strategy for Europe in a way that allows assessment of its app...

Describes what has happened since the introduction of just-in-time production techniques were developed to reduce inventory. Reviews the progress to date in such areas as process rationalization; set-up reduction; quality improvement and leveling the scheduling; and discusses options for the future. The aim of the case is to show students the details of implementing a new production method.

A cost center can take pride in the service it gives to the company, but it's difficult for managers to tell if the center is working at an efficient level. Xerox's answer is to use the yardstick applied in the profit center in the cost center. The Logistics and Distribution (L&D) cost center of the Business System Group has taken steps to emulate the behavior of the profit center.

The managing director of Benetton is faced with several issues concerning the adequacy of the company's organization to capitalize on the early success it has achieved in an important foreign market, the United States. Specifically, the case raises questions about whether Benetton should alter its strategy and form a U.S. subsidiary, the responsibilities that managers in such a subsidiary should hold, and other organizational changes that should ...