CAT CORP:

the sales of voltage regulators had fallen off.

started deliberating on its policy of purchasing and stocking spares and components in the system,
especially with regard to schedule and stock-in-hand inventor

orders for the main product of A-CAT — that is, voltage regulators — came in throughout the year. Most
of the time, these orders were categorized as “rush orders,” and the store managers knew that the supplier
of the transformers required for the product needed at least one week, if not more, for delivery

transformer supplier would raise prices if uniformity and continuity in

placing of orders for transformers was not guaranteed. Placing orders beyond a certain limit also stretched
the system

one supplier

Though transformers were used in

other A-CAT products, the company decided to consider only the issue of the number of transformers
required for voltage regulators.

The usual method is to look at the sales figure of the

last two to three months and also the sales figure of the last two years in the same month and
make a guess as to how many transformers will be needed to sell this many voltage regulators.

DOMINOS:

Optimal store design

Leader board (competition as a motivator)

Pizza tracker ----The Fishbowl: Using Pizza Tracker, customers could now keep track of dispatch times. Clients could
monitor the length of time between dispatch and the driver's arrival at their door (and report any unnecessary delays). It
was important for Domino's to let its staff know that they were effectively in a fishbowl and that consumers were now
essentially watching their every move inside the business.

Domino's focused on technology-enabled processes whereby employees could access a Web 2.0 platform with a plethora
of resources, such as wikis, blogs, and discussion forums. This encouraged peer-to-peer resource sharing.

Instant customer feedback

Personal customer experience

B-KAY

Sold high end electronic goods

Low inventory high price

Vertical integration between two vendors biggest success

Horizontal collaboration for transporting to utilize the full capability( now running at 50%)

30% by b kay 70 by ware touch

80% by ware touch 20 by b kay

Reduce transport cost by 10 %

Planter nut

Planters was seen as a “brand with a great history,” but lately the business had been struggling with relatively low
margins. Prices of nuts were volatile overall; and for almonds and pistachios, Kraft often procured them from the
parties it also competed with.

The marketing image was bad.

The sales were down.

Peanuts were considered cheap but the price for it was higher.

Low margins because other nuts were getting imported.

that it is facing sales and distribution-related challenges that are impacting its growth and profitability. The company has a
complex distribution network that involves multiple intermediaries, such as distributors, wholesalers, and retailers, which
has resulted in a lack of control over the distribution process

MUSCLE-RDX:

the industry grew by 17 per cent to reach sales of ₹7.3 billion, and this sector was expected to continue to grow
by 7 per cent, year on year.

Coaches and fitness instructors had significantly influenced the sales of supplements

Strength Pharma’s Muscle-RDX would be the first whey protein developed in India for athletes who
participated in high-endurance sports and sought supplements to enhanced their endurance capabilities for
performing over a long period of time

Even as trial packs, the one- and two-pound (0.45-kilogram and 0.9-kilogram) packs would be inappropriate
for the initial phase since they did not contain a three–week supply, which the clinical trials had shown was
the minimum period for Muscle-RDX to show improvements in athletes.

5 pound or 2 pound?

4500 5400 6000?

ain estimated that Muscle-RDX would capture 25 per cent of this target market in the first year, with an 8 per cent
increase in shares each year

pricing and packaging decisions would have a direct impact on sales forecasts.

IRATE distributor

2 vans making delivery from sachin agency

Retailers wanted goods reaching destination just in time so stocking levels stay low

3k sq ft warehouse

Lower rent from the market rate

3 salesman to work for 750 outlets competitor worked on 1800 outlets ( retail coverage was weak )

Nutripack extended 14 days credit

Jalgaon act as a feeder market

Question of expanding market share

The complains from retailers about not getting credit.

nutripack gives 4.5% margin to sachin agency

ULTRON
Home appliance seller containing multiple brands

Inventory had products as hold as 180 days.

No warehouse management system

Large unit size for sku ( 500 )

Cant do first in first out fifo

4 warehouses
4 docking bays and one un used in rear

no warehouse management system in place, the picking was not done using serial numbers. Supervisors knew the exact
location of each model inside the warehouse and would direct the pickers to these locations.

An employee tasked with put-away of inbound goods was also provided with a pick-list for picking, using which he could
pick an item on his way back to the consolidation area near the docking bays

Repackaging cost 7.5usd

Movement of stock in the warehouse was slow

the current set-up, the location of a product could vary with time and usage. Products were
stored based on the availability of space within the warehouse.

AGGARWAL AUTOMOTIVES

Fuel companies operated fuel depots for storage.

Fuel stations put orders through sending text cell phone or web based models.

3 storage tanks for thee three fuel types

Tanker picked fuel from refinery 110 kms away

No credit

Technical glitches led to orders not getting placed sometimes

Minimum order of 12000 lt

To fill inventory services to stop for 10 mins

The sales forecast for a coming month was assumed to be equivalent to the previous month’s sales, with some expectation
of increase in the average sales.

opening inventory (i.e., the previous day’s closing stock plus the order received) was expected to be at least
40 per cent of the total tank capacity for diesel and petrol, and 15 per cent for HSP. Second, the opening
inventory for a fuel type was expected to be at least 1.5 times (for petrol and diesel) and 3 times (for HSP)
the predicted average daily demand for that fuel in the month

loss of 4 litre on every 1000L

Inefficient inventory management: The fuel station relied on basic assumptions and intuition, leading to high inventory
levels and increased carrying costs.

Inaccurate demand forecasting: The business used previous month's sales data for demand forecasting, which might not
accurately predict future demand.

Lack of formal analytical techniques: The fuel station did not use any formal analytical techniques for inventory
management or ordering policies.