The case narrates the internal processes of choosing and implementing a corporate social responsibility (CSR) initiative. It illustrates the process of choosing a cause, selecting partners, creating a working plan, and finally getting the company's executive board's commitment.

Set during the 2002 Southern Africa food crisis the case describes the design and implementation of a humanitarian logistics operation for the distribution of food donations in the Southern Africa Development Community (SADC).

Set during the devasting earthquakes in 2001 in El Salvador, the case narrates the process of implementing SUMA, a supply management system. It addresses the complexity of a humanitarian operation where numerous un-coordinated parties are involved in a highly politicized environment.

This case describes the activities of the United Nations Joint Logistics Centre (UNJLC), activated in response to the Afghanistan crisis, during its second phase. The UNJLC dealt with operational and logistics bottlenecks within Afghanistan.

The case describes the genesis of the United Nations Joint Logistics Centre concept from its birth, in the context of the Eastern Zaire 1996-97 crisis, up to its imminent activation in response to the Afghanistan crisis (2001).

This case describes the activities of the United Nations Joint Logistics Centre (UNJLC), activated in response to the Afghanistan crisis, during the first six months.

The case describes the evolution of the HP Herrenberg plant (Germany) from a rather classical assemble to forecast plant in the mid 90s to a state of the art configure to order plant and describes the different steps in this transformation (product redesign, worker flexibility, and the like).

Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off.

The case describes how the HP plant in Herrenberg (Germany) has evolved from a lean and mean production plant to a plant central to the services offered to customers and integrating the different partners involved in providing that service.

The case illustrates the efforts of the International Federation of Red Cross and Red Crescent (IFRC) in the area of emergency response preparedness. It provides an anecdotal description of IFRC’s failure in promptly responding to the 1998 Hurricane Mitch disaster that swept through Central America.