Network Instruments Inc.: The Warehousing Dilemma
This caselet is a classic example of how to setup an optimized end-to-end supply chain. The very complex nature of the hi-tech industry poses further challenge to the cost elements involved in the supply chain. The case gives an overall perspective of Leg 1 and Leg 2 logistics and the complexities involved as the number of stakeholders increase in the supply chain.
The caselet has a number of exhibits which details out the lead time, sales figures and the various cost elements in the supply chain. The idea is to frame a supply chain model using excel and work out the various combinations of suppliers, factories, warehouses and transportation modes. The risk factor and what if scenario analysis, is the key to this modelling.
Prerequisite Conceptual Understanding
A working knowledge along with the business implications of the following concepts would enable an effective discussion leading to more practical solutions than a mere intellectual exercise.
- • An understanding of end to end Supply Chain
- • An understanding of the cost elements involved in a supply chain
- • An understanding of the importance of What-If-Modelling in Supply Chain
- • An understanding of risk assessment in supply chain
Expected Learning Outcomes
- • Understand the stakeholders in the supply chain for a hi-tech company
- • Appreciate the various types of warehouse and transportation involved in an end to end supply chain
- • Understand the significance of supply chain What-if-Scenario Analysis
- • Modeling the supply chain in an excel spreadsheet
- • Appreciate the significance of forecasting and inventory management
Case Positioning and Setting
This caselet can be used in either MBA or Executive MBA or Executive Development Programs, for the following modules/topics in the Supply Chain Management course:
- • Forecasting
- • Warehouse Management
- • Inventory Management
The caselet seeks answers to the following questions:
I. Should Michael open a new warehouse at London and close the one in Amsterdam? Should he open the London warehouse and operate both Amsterdam and London? Should he continue as is? He has the option of either selling the Amsterdam warehouse for €10000 Euro or rent it for €2000 Euro per month.
II. What should be Michael’s mix of Contract manufacturers? How much should he source from each contract manufacturer? Should he consider the fourth manufacture and drop one? Should he continue with all four manufacturers?