Case Presentation (scheduled on Sat, 11th Jan 2014, as in the course plan)

Each Group needs to present as given below. Read the case thoroughly, prepare and present
5-7 slides. Duration: 20 + 5 Minutes.

Ivey Case: Operations Strategy at Galanz

Group 1

 What were the order winners and order qualifiers for Galanz in the microwave oven business
during the early stage of its development?

 Rank the importance of Galanz's operations objectives of cost, quality, flexibility, delivery,
services and innovations. How has the importance changed over years?

 What are Galanz's competitive ad operations strategies, and how does its operations
strategy support its competitive strategy?

 What are the differences between OEM/ODM versus OBM in terms of production, design,
marketing, distribution and customer service?

 Should Galanz develop its OBM business in the international market? Should Galanz
continue its OEM and ODM businesses?

 What should Mr. Liang do to lead his company to greater success? Should the company
change its overall cost leadership strategy? How should the company set priorities and
utilize its resources and capabilities to gain competitive advantages in the marketplace?

Stanford & HKU Case – Shanzai Mobile Phone Companies

Group 2

 What are the environmental factors that help drive the Shanzai phenomenon?

 What characteristics are critical to the success of Shanzai handset companies?

a) How have these characteristics been used by leading edge mainstream companies?
b) What can mainstream companies do to mitigate the impact of Shanzais?

 What must companies like Shanzais do to become main stream?

 What are positive and negative contributions of Shanzai companies to the industry and the
larger economy?

HKU Case – Buyer Supplier Relationships

Group 3

 Characterize the different types of buyer-supplier relationships described in the case.

 How and why do they differ from each other?

 Which type do you think is the best approach to buyer-supplier relationships?

 In which directions do you expect supplier-buyer relations to move in the future?

th
Case: Circuit Board Fabricators, Inc. (Refer to page 258 of the prescribed text (12 edition) for the
case)

Group 4
 Please answer the questions at the end of the case (in page 260).
 Case Presentation (scheduled on Sat, 11th Jan 2014, as in the course plan)

HBS Case – Ford Motor Company: Supply Chain Strategy

Group 5

 What historical “legacies” affect Ford’s ability to move to a BTO model?

 What is virtual integration and what are the benefits Dell derives from virtual integration?

 What practical challenges must Ford address as it tries to establish internet linkages with its
supply base?

 How might Ford move toward a BTO model in a way that makes sense in the auto industry
context?

HBS Case – Deloitte & Touche Consulting Group

Group 6

 Why does SKS need Deloitte’s services? What alternatives were available to it? Would you
have approached the improvement problem in the same ways as an internal operations
manager?

 What specific steps would you take to solve SKS’ short term and long term problems?

 Imagine that you are Chen. A foreman comes up to you on the shop floor and asks “How
many times have you done this before”? What will you say?

 What should Chen do?

Note: Please be specific to the question asked and present your analysis in a crisp manner.