1.

Southwest Airline

a) Equal Treatment

Key Takeaway:
Selecting what you want to be good at (value proposition being offered to customers)
a) Low Cost- Low price
b) Simplicity/Convenience (1st come 1st serve basis)
c) Reliability
d) Courteous but limited customer service/Customer friendly/Hire for attitude, then train
e) These value proposition by design

Low cost :
a) A single type of fleet( reduced maintenance inventory/pilot training/maintenance personnel)
b) High aircraft utilization
c) Lower turnaround time( 20 minutes)
d) No meals
e) Automated ticketing
4)Real-time Battery Insights: Gogoro's network collects valuable data on battery usage patterns. With more users, this data be

f) Frequent reliable schedules-saturate a city with flights, lowering administrative costs per
passenger per city economies of scale.
Cons:
-No seat allocation
-No Major airports
–No luggage transfer-interlining
-No meals
-No connection with other airlines
-no seat allocation with reward card
-if seat isn’t available in the same class for ticket exchange..they wouldn't accommodate the
passenger even if the plane is empty
-The organizational and structural decisions are determined by the customer profile we choose
to serve; this will also inform the performance parameters that we want to measure.
-The primary obstacle to service excellence is not the ambition to be great but the stomach to
be great. To achieve service excellence, you must underperform in strategic ways.

2. Gogoro

Model: Platform business model-Earn from everyone on the platform

Open system: Battery swapping system( anyone can adopt)

Key takeaways:

1) Price point anchor..initial model was expensive–later models were cheaper..they

learned from their mistake in initial models
For a new party when introducing a new tech, it has to prove that it performs at the level of
existing vehicles., e.g both Tesla and Gogoro had to introduce a heavy first model as proof
of concept that it can compete with its relevant ICE engines. After the proof then they try to
work and bring the cost down while increasing the efficiency.

2) importance of the right people, The Founder had a relevant background and partnered
with key battery manufacturers

3) NETWORK EFFECT: Every new customer helps the existing customer. Cost reduction,
more users- more stations, reduced time searching for a station, batteries availability at
stations-users can easily swap depleted batteries for full ones

Advantages: App store, battery health check, optimization of battery swapping stations as per
route and batter status, bluetooth,
 Cons: Lithium batteries are expensive-not recyclable- Chinese sources- trade issues with US

5) They were also an energy company with a subscription to the battery usage, they either
sold the battery separately or leased it to you.

6) For a platform to work there should always be a leader.

7) Building trust through the relevant stakeholders is important for building a platform.

8. Close vs open platform

9) Model of recycling batteries.

3. Benihana

Offers valuable insight into restaurant operations.

Key Takeaways :

1) Optimizing Throughput and Maximizing Profit ( Customer batching, Bar area/chef

as performance artist)

2) Balance Capacity and demand ( manage customer flow/ generate revenue while
customers are waiting/

3) Importance of Revenue Stream ( Understanding Customer Lifetime Value:)

Resource utilization.

Ideally if my demand is greater than my capacity then utilization should be 100 %.

The goal is that the curve should be as flattened as possible.

6. Resources are : Tables, chefs, Energy, space, sqft.

7. Measuring the performance of a process.

8. Benihanna’s aim is not only to provide food but it's also an experience( entertainment).

9. Batching helps with increasing the utilization of the dining tables and therefore increases
the revenue per table.

10. An operations manager’s fundamental job is to align the demand pattern with the supply
pattern. Therefore, our marketing strategy should account for the operation’s supply
constraints.
 4. Toyota
a) 8 kinds of waste reduction, Defect, Overproduction, waiting, non utilization ,transportation,
inventory, extra processing

b) Lean Management system, not only in terms of process but also applied in the sourcing
of materials , parts and even building of a car.
c) Jidoka(Right at the first time)

d) Stop, fix , Resume as opposed to fixing it at the end.

Doing this maintains the freshness of the problem, you can raise noise at the start to attract
attention to the problem.Seize the scene, and get the data on spot
e) Supply chain is from start to finish, from the first tier till last.
f) Sss-ss-s-you-dist-retailer-consumer.
g) Risk in globalization ( in transport , e.g red sea effect, storms, wars etc)
h) Recall was needed because the acceleration problems in the car because:
1.Replication was not strong ( of their values), with new suppliers,
2. cost reduction was made priority
3., they were in a race to be #1 and they lost focus on quality
4.Kiertsu was ignored.
of reduced parts reduced reliability
6. Response to problems and complaints was delayed as the command structure
was centralized from japan.
7. Ownership issue.
i) DNA 4 Rules
Each worker knows exactly what we should do.
Each worker knows who provides what to him and when.
Every product and service flows along a simple and specified path.
Any improvement would be made through a scientific path.

Important to have clear expectations and processes.

Supervisor needs to be nurturing and act as a mentor to their employees.

5.Dabba wala
Key learnings: 1
1. Lean/efficient working Model
2. Right people for the right job-Generally any organization wants more star performers ( who
are mostly always dissatisfied) and employees, but they have a cost associated with them.
3. You have to make a system to get the best out of them.Each person should know what
is expected of them and have a clear path and who provides to whom
4. Detailed and simplicity were key features of this supply chain
5. Leverage existing tech and process
6. Right mix of tech, process and ppl.
7. Exceptional performance comparable to six sigma
8. Disadvantages :
1. Non customizable,
2. not applicable in any
other city. 3.Inflexible schedules
9. Main features:
1.Close knit group
2. Belief in same culture and values
3. Hiring from same villages and
background 4.Mostly illiterate.
Route started from the end
6. Had allocated time, couldn't afford to give any more time to customer as they had to think
till the end station, and had to reach by lunch time
7. Simple coding mechanism cause the dabbas had to change hand 4 times and in less
time 8.Each person could deliver limited dabbas.
10. Using of already existing infrastructure ( railways and cycles hand carts)
11. Every customer knows what time the dabbawala will arrive
12. payment gateways and cellphones not needed?
13. Most important Cheap delivery service as compared to others in the market.
14. 8 wastes again.
15. Technological intervention is not always necessary.Simple tasks can be
done simply,efficiently.

SIL-Service

1. the intermediary between buyers and international buyers bring in trust

2. End to end supply chain is necessary
3. If not, then like in SIL case how the relation disruption had its effect on the whole supply
chain.
4. Usage of different channels
5. How both ssc and sil had to develop their back line and front line support and execution
teams.
6. Challenges for supplying to exports/international buyers.( import lead times, Moq’s)2 weeks
to design and prototype
7. Zara’s just in time approach. On time , quality and variety
8. Demand uncertainty chart( Revise it once before the paper)
9. And how different types of supply chain mitigates the demand and supply uncertainty
10. Functional product , innovative product, stable process, evolving process
11. SSC Used 2nd mover advantage…opened branches next to service

5. Outsourcing-Bharti Airtel
1. Outsource vs insource
2. Core vs non core
 3. You should outsource if it is low cost to outsource
4. And you should insource if it is low cost to insource
5. You have to decide what your core is and who has the better domain knowledge , and
if someone else can do it better , let them do it.
6. First Mover advantage 2nd mover advantage.
7. Grab the customer first at once, as its easy to retain. You will only lose them if you make
it very painful.
8. Huge expansion was needed for the above point.
9. And as technology was constantly evolving , large injections of funds were needed.
10. One of the guiding principles to outsource 1. Cost 2.Expertise 3. Economies of Scale

6. Millat tractor
1. Deletion process- localization
2. Stakeholders in deletion process govt , fdi, agri
3. Local Supplier development
4. Known architecture/ success recipe
5. Was everywhere in pakistan
6. After sale services
7. Brand image / because of long history
8. Gradually brought the tech to pakistan.
9. You need to remain ahead to innovate to keep ahead of the curve from our vendor.
10. Idea of sectoral foundries is blurring or ending.
11. Suppliers can develop not only for Millat but for themselves and other auto departments.
12. It’s not about the product, it’s about the capabilities that can solve the problem at hand.

7. Root beer Game

1. Retailer is closer to the real time of info.
The bullwhip effect
2. is a s upply chain phenomenon describing how small fluctuations in demand at the retail level can ca
wholesale, distributor, manufacturer and raw material supplier levels.

3. Local optimization vs global optimization

4. Importance of real time info and coordination.
5. Change one variable at a time.
6. If everyone is sharing the cumulative cost , then it’s better to push max inventory to
retailers.
7. Retailer has the responsibility of forecasting demand, while the factory has
the responsibility of fulfilling the demand.
8. By changing the structure of the supply chain, the roles of the players change.

8. Design choice-simulation
Supply chain starts from the planning and design phase.
2. Design trade offs play an important role..choosing features based on consequences
3. Supply chain needs to be responsive to change in pattern
4. Inventory needs to be taken into account
a. Clear Vision and Goals: The five stakeholder experiences (customer, supplier, employee, investor, and community) forme

5. Forecasting and adjusting is necessary for efficient supply chain

6. Right mix of suppliers as per lead time
Speculative capacity: low cost.more lead time
Reactive capacity: High cost..less lead time
7. Dominant personalities skewed the forecasts

9. Industry 1.0-4.0

10. Walmart vs amazon

1. Omnichannel Strategy: A strategy for serving customers using a combination
of online and offline channels.
2. Walmart’s pricing strategy is to “buy in bulk, stack it up and sell it cheap.”
3. Walmart focuses on delivering value to customers in terms of price and speed,
while not focusing too much on variety. Whereas Amazon focuses on delivering a
lot of variety at low prices while sacrificing speed.
4. Amazon is a leader in the pure e-commerce space, whereas Walmart is a leader
in the physical retail space with grocery being its prime business.
5. The rivalry between the two companies has intensified since Amazon’s
acquisition of Whole Foods giving it inroads in the grocery business, which is
Walmart’s core competence; Amazon is adopting an omnichannel strategy by
getting its foot in the offline grocery business on top of its current online shopping
business.
6. In retaliation, Walmart revamped its online shopping solution and began utilizing
its existing retail footprint to fulfill online delivery and pickup orders.
7. Amazon’s model is geared for higher value and low volume items. Whereas,
Walmart prefers to sell high volume and low value products
8. Highly predictable and high frequency products are preferred to be sold online.
9. The main takeaway is that the lines between online and offline have become
blurred over time and one player can not thrive by simply staying in one domain.
Customers want choice and are now expecting the brands they interact with to
be available in both the physical and digital worlds respectively. Therefore,
adopting an omnichannel strategy is essential for any business to stay relevant.

11. Dell
1. Importance of Stakeholder focus:
a. Customer Segmentation:Dell segmented its customer base ( large enterprise,
public, and consumer/small & medium business) to tailor its supply chain
approach for better responsiveness. This highlights the importance of
understanding your customer needs and aligning your supply chain accordingly.
Digital Transformation Strategy:
 goals. Having a well-defined vision and measurable goals is crucial for any
successful digital transformation initiative.
b. Employee Upskilling: Dell recognized the impact digitalization would have on
its workforce and invested in reskilling its employees. This emphasizes the need
to address workforce concerns and equip them with the skills necessary to thrive
in a digital supply chain environment.
Leveraging Technology:
a. The Right Technology Mix: Dell focused on implementing technologies that
would enhance specific areas of its supply chain, not just adopting every shiny
new tool. This highlights the importance of choosing the right technology
solutions that address your specific needs and challenges.
Change management:
a. Overcoming Resistance: Dell likely encountered resistance to change during
its digital transformation. Their experience highlights the importance of effectively
communicating the benefits of change to mitigate concerns and gain buy-in from
all stakeholders.
Sustainability Integration:
a. Environmental Responsibility: Dell’s digital transformation efforts included a
focus on sustainable practices, such as reducing packaging size and using
recyclable materials. This shows that digital supply chain transformation can
go hand-in-hand with environmental goals.
6. Importance of Quick Wins:
It is important to get quick wins early on to get more support and build confidence
for digitization efforts.

7. The process itself should be redesigned first before digitizing it.

12. Apple
1. Profitability vs Social Responsibility
a. Businesses need to strike a balance between these two aspects, ensuring they
maintain profitability while also contributing positively to society.
2. Matching CSR Practices to Expectations
a. Companies need to ensure that their CSR expectations of their
stakeholders, including customers, employees, and the wider community.
3. Managing and monitoring Suppliers
a. Companies need to have robust systems in place to ensure their
suppliers adhere to the same ethical and CSR standards they do.
4. Managing CSR Across Boundaries
a. Managing CSR issues across multiple levels and ensuring consistency in CSR
practices across different regions and cultures.
5. Green Business Practices
 a. Apple is one of the first global companies to achieve a net-zero carbon impact
for corporate emissions and announced plans to extend this initiative across its
entire supply chain by 2030.
6. Product Longevity and durability
a. Apple's environmental sustainability efforts also include improving the durability
and longevity of its products, with a number of programs launched to refurbish
and reuse Apple products.