The case was written to illustrate the importance of business process design as a basis for competition in the textile industry. The case illustrates the impressive performance of Zara, the new fashion player from Spain, which has innovated in process design so as to deliver new collections in its stores with a lead-time of 5 to 7 days.

This series of three cases describes the transformation of AlliedSignal’s Aerospace Repair & Overhaul (R&O) shop in Singapore*, AlliedSignal Singapore Pte Ltd between 1996 and 2000.

This series of three cases describes the transformation of AlliedSignal's Aerospace Repair & Overhaul (R&O) shop in Singapore*, AlliedSignal Singapore Pte Ltd between 1996 and 2000.

This series of three cases describes the transformation of AlliedSignal's Aerospace Repair & Overhaul (R&O) shop in Singapore*, AlliedSignal Singapore Pte Ltd between 1996 and 2000.

Laurence & Ralph (L&R) is not a case, per se, but a note on the classical Newsboy Problem. This type of problem is exemplary in capacity or inventory economics. It occurs every time a product needs to be ordered or service capacity needs to be set when demand in the forthcoming sales or service period is uncertain.

This exercise is designed to introduce students to (Q,R) inventory reorder policies, where Q is the order size and R the reorder point. The exercise is motivated by the issues faced by Caterpillar (CAT) in managing its parts warehouse in Europe.

El caso fue redactado para mostrar la importancia del diseño de los procesos de negocio como base para la competencia en el sector textil. El caso muestra los magníficos resultados de Zara, el nuevo actor de la moda en España, que ha innovado de tal forma el diseño de procesos que llega a exponer nuevas colecciones en sus tiendas en un tiempo máximo de 5 a 7 días.

In the “post new economy” of early 2001, B2Cs, B2Bs, exchanges—all things e-commerce—had lost their lustre. Founded in December of 1999 by a Singaporean serial entrepreneur, CargoExchange.Net was a neutral, double blind Internet platform for the exchange of surplus global ocean-going container space.

Delta Electronics, an automotive supplier, moves from delivering components to integrated systems of hardware and software. The company is facing the entry of Sun's Java and Microsoft's Windows CE into automotive electronics. Delta must decide which of the two possible standards to follow, and understand how the entry of these software platforms changes its own competitive position.

Business process reengineering (BPR) has been the most influential management movement of the 1990s. It has put management attention squarely on process specification, but has had little to say about process design evaluation. BPR design principles are often phrased as universal without qualifying when they are applicable and when not.