Case A: In 2000, under increasing competitive pressure from other major UK retailers J. Sainsbury's Supermarkets embarked on a radical transformation of its supply chain.

Case A: In 2000, under increasing competitive pressure from other major UK retailers J. Sainsbury's Supermarkets embarked on a radical transformation of its supply chain.

The case puts the students in the role of a member of a management team trying to create a strategy map and balanced scorecard, in an attempt to ensure alignment of strategic objectives and how to reach them.

The case describes how a major player in the agricultural chemicals industry struggles to transform a fragmented group of newly-acquired businesses into an integrated supply chain. The case highlights the firm’s operational and organizational problems from the perspective of the European supply chain manager, whose primary objective is to streamline operations and cut costs.

Royal Bank of Canada or RBC, Canada's largest financial services group, is at the forefront of customer profitability analysis. The case illustrates how RBC uses customer profitability data to identify profit opportunities and make strategic decisions about its customer mix.

In a maturing market, HP’s attention moved from Return on Sales to Return on Net Assets. Mismatches between demand and supply, aggrevated by a long supply chain, were a burden on profit. HP realized that conventional logistics costs (warehousing, inventories, transport) were only the tip of the iceberg.

In response to the intensified competition in the banking industry, Barclays adopted a Value Based Management (VBM) program to align decision making at all levels in the organization with the interests of its shareholders. Under the umbrella of this VBM program the Bank introduced a new approach to identifying and effectively managing its high-value customers.

In a maturing market, HP’s attention moved from Return on Sales to Return on Net Assets. Mismatches between demand and supply, aggrevated by a long supply chain, were a burden on profit. HP realized that conventional logistics costs (warehousing, inventories, transport) were only the tip of the iceberg.

This case describes how Pine Products, a formerly state-owned company in the chemicals industry, transformed itself into a high-performance organization following its privatization. It highlights the need for the company to redesign its performance measurement and reward systems in line with the Value-Based Management philosophy implemented by the holding company.

The case describes the strategic planning process and performance management system implemented at DSM, a global chemical company. In particular, it describes how the company's Value Based Business Steering system is designed to create alignment between strategy formulation and execution through strategic value contracts.