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What Is a Case Study?

When you’re performing research as part of your job or for a school assignment, you’ll probably come across case studies that help you to learn more about the topic at hand. But what is a case study and why are they helpful? Read on to learn all about case studies.

Deep Dive into a Topic

At face value, a case study is a deep dive into a topic. Case studies can be found in many fields, particularly across the social sciences and medicine. When you conduct a case study, you create a body of research based on an inquiry and related data from analysis of a group, individual or controlled research environment.

As a researcher, you can benefit from the analysis of case studies similar to inquiries you’re currently studying. Researchers often rely on case studies to answer questions that basic information and standard diagnostics cannot address.

Study a Pattern

One of the main objectives of a case study is to find a pattern that answers whatever the initial inquiry seeks to find. This might be a question about why college students are prone to certain eating habits or what mental health problems afflict house fire survivors. The researcher then collects data, either through observation or data research, and starts connecting the dots to find underlying behaviors or impacts of the sample group’s behavior.

Gather Evidence

During the study period, the researcher gathers evidence to back the observed patterns and future claims that’ll be derived from the data. Since case studies are usually presented in the professional environment, it’s not enough to simply have a theory and observational notes to back up a claim. Instead, the researcher must provide evidence to support the body of study and the resulting conclusions.

Present Findings

As the study progresses, the researcher develops a solid case to present to peers or a governing body. Case study presentation is important because it legitimizes the body of research and opens the findings to a broader analysis that may end up drawing a conclusion that’s more true to the data than what one or two researchers might establish. The presentation might be formal or casual, depending on the case study itself.

Draw Conclusions

Once the body of research is established, it’s time to draw conclusions from the case study. As with all social sciences studies, conclusions from one researcher shouldn’t necessarily be taken as gospel, but they’re helpful for advancing the body of knowledge in a given field. For that purpose, they’re an invaluable way of gathering new material and presenting ideas that others in the field can learn from and expand upon.


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Mcleod motors ltd.

Abdelwahab, W. M., M. Sargious. 1990. Freight rate structure and optimal shipment size in freight transportation. Logist. Transportation Rev. 6(3) 271-292.

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The National Motor Freight Classification (NMFC), as determined by the Surface Transportation Board (STB), is the tariff system that has classification and description of commodities based on four main characteristics. These are density of the commodity, liability, handling and storability of the commodity. Carrier companies negotiate the rate and terms of transporting the commodities on the basis of these four characteristics. It is important to mention that product density is the dominant factor that determines use of carrier’s vehicle and cost per hundredweight. Higher product density results in lower cost per hundredweight but higher capability of

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(b) Cost of Finished Goods Sitting Idle in the Warehouse: They are able to ship out   finished products effectively.

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Alex Coldfield, the VP of SCM, Westminster with team of high level managers has decided to improvise their supply chain capabilities to face these issues in a prominent way. They are analysing their customer composition and customer service requirements and align it more towards cost reduction. Alex also plans to implement three strategies to align the network redesign.

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If the number of units/TEU increases, the lesser holding cost of Zaragoza mitigates the higher transportation cost of Zaragoza. Also, the transportation cost of Zaragoza comes down if the number of units/TEU or number of units/Truckload increases.

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* Since no inventory is maintained at near-by locations, the goods will have to be fetched from central warehouse thereby increasing lead time.

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Agrifarm Company’s main objective is to determine the proper distribution, within a distribution network, to minimize the total shipping costs to deliver carloads from origin to the hubs and finally to the customers. To do so, we are given two distribution cost tables that explain the processing center shipping costs, meaning origin to hubs, and the customer shipping costs, meaning from hubs to the final customer. Therefore, the cost to ship rail cars of grain from the origins and hubs will determine the proper distribution of rail cars from origin to destination.

Westminster Company

This case presents a company, known as Westminster and currently considered as one of the biggest manufacturer of health products. It consist of three separate companies, in which each of them manufactures their own and unique products, with a decentralized management that allows for an overall outside view of what is for best the future of this enterprise. Top managerial personnel is currently re-evaluating and assessing the company’s supply chain and how they could develop a strategies that would facilitate revamping such system.

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By modifying the transportation route, the trucks were able to get the product inventory to intended destinations somewhat faster which was another factor in the stores stabilizing product inventory on location.

Designing A New Logistics Network

The advantages of a centralized warehouse is higher service levels and lower inventory holding costs due to aggregating customer demand and pooling risk. That is, if customer demand is high in one region and lower in another, there will be no need to hold excess inventory in a regional warehouse; the variation in demand will balance out and reduce the requirements for excess inventory. Additionally, the fixed costs of maintaining one central warehouse/distribution center will be lower than five regional warehouses.

Consolidated Electric Case Study Essay

Locating a central distribution center will increase the control over inventory for Consolidated. Having small point of operations will reduce the amount of inventory that will be maintained at the sites. Each location will have different needs and only stocking the immediate customer needs at each location will reduce overall costs. The purchasing discount will be easier to maintain if all shipments come to one location which will also save the company money. Having a couple small vans deliver to regional locations within an hour is less costly than ordering extra just to meet the minimum purchase discount. The cost of shipping to small locations will be minimal and will save the company and customers money in the long term. If the contractors know of items that they will need for a job they can inform Consolidated and the special items can be delivered to the job site or picked up at the regional office. Communication is key and willing to provide the best service in a timely manner will reduce cost and increase profit.

Essay about Case Study Mars

The cost in transportation rates will increase for MARS Inc. with this change. The Portland supplier’s location to MARS Inc. based on the current situation charges “per hundredweight is $10 for carload lots of 50,000 pounds. The less than carload rate is $15 per hundredweight.” While anything coming from the Columbus supplier was offered just-in-time delivery service at no charge to MARS Inc. Also, this will affect the EOQ’s because dealing with the Columbus supplier they were located close enough that they offered JIT delivery which allowed the reduction minimizing “work-in-process inventories (waste) by reducing lot sizes in order to increase production efficiency and product quality.” Now, with the change, it will force MARS Inc. to spend money on warehousing and carrying cost due to the one week replenishment cycle the Portland supplier has.

The Issues, Conflicts, And The Network

Define the situation (case summary) Define the major issues, conflicts, and the network . Describe the options (alternatives) for solving these issues. Several internal and external influences serve as contributing factors in the reconsideration of the company’s current system. Changes in customer demands, domestic and global competition, and a unique decentralized management system is now forcing the Westminster Company to reevaluate their traditional supply chain practices. (Bowersox & M.B., 2014) Westminster’s domestic operations consist of three separate companies that sell and distribute products to several of the same customers. (Bowersox & M.B., 2014) At first glance consolidation of the systems can significantly improve

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Case Study 4

westminster company case study 4 answers

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  A System Design Assessment at Westminster Company

David J. Closs and Christopher Kitchen   Westminster Company is one of the world's largest manufacturers of consumer health products; its distinctive name and company logo are recognized throughout the world. Originally founded as a family-owned pharmaceutical supply business in 1923, the company's corporate headquarters are still located in a scenic town of 60,000 people in the northeast United States. Westrninster also maintains regional offices in Europe, Latin America, and the Pacific Rim to support overseas manufacturing and distribution. Westminster's domestic operations consist of three separate sales divisions-each of which manufacture and distribute its own product line. Decentralized divisional management is a proud historical tradition at Westminster. According to President Jonathan Beamer. it is a process that requires and encourages responsibility and self-ownership of the work process and provides the key component of corporate success. Westminster's products are marketed through a network of diverse retailers and wholesalers. Trade Class as a percent of sales is 37 percent grocery, 3 1 percent drug, 2 1 percent mass merchandise, and I I percent miscellaneous.   Westminster Today   Pressure from domestic and global competitors, as well as large domestic Westminster customers, has recently forced the company to reevaluate its current distribution practices. In particular, attention has focused on the changes which will be required to effectively compete in the marketplace of the twenty-first century. Westminster just concluded several months of extensive research which focused on customers' primary logistics concerns for the future. The research findings addressed a variety of issues, but two key topics were identified: customer composition and customer service requirements. The most significant trend with regard to customer composition over the past decade has been the evolution of the company customer base into either very large or very small accounts. This development is expected to continue at a comparable pace in the foreseeable future; however, the major shift in the mix of accounts is not expected to dramatically alter the historical composition of product sales. Approximately 50 percent of domestic consumer sales volume is concentrated within 10 percent of Westminster's customers. What may affect the composition of product sales to large retail accounts is the rapid growth of private-label nonprescription drugs and consumer health products. Cost-efficient private-label manufacturers offer large retail accounts higher profit margins, willingness to quickly change or customize products, and the ability to appeal to increasingly price-conscious consumers. Specifically, the private-label health and beauty aids business totaled sales of $3 billion in 2000. Research findings have confirmed top management's belief that these large accounts generally possess an intense commitment to increasing their firm's logistics efficiency. To maintain and increase the percentage of sales volume Westminster derives from these important customer accounts, the company has identified several key customer service concerns. These concerns specifically address the second issue of customer service requirements. Company research has also concluded that the formulation of supply chain partnerships between Westminster and its large customers has now become a competitive necessity. In many instances, powerful retailers now demand such arrangements and oftentimes have the leverage to dictate the conditions of the arrangements. Westminster will have to maintain considerable flexibility to accommodate different solutions for a variety of large, powerful customers. Ideally, Westminster would like to establish a position of leadership within these partnership arrangements where practical. Westminster is well aware that successful retailers and wholesalers are heavily focusing strategic effort on more timely, efficient, and accurate inventory positioning. Many large firms have identified supply chain management techniques as a primary tool in achieving successful inventory management and improving overall financial performance. “I visualize three important changes for our operations with rezard to large accounts,” says Alex Coldfield, Westminster vice president of logistics. “First, traditional inventory replenishment procedures will be replaced by POS driven information systems. Customers will transmit daily or biweekly product sales movement to us in order to ensure timely inventory replenishment and allow production to be scheduled according to sales-driven forecasts rather than marketing forecasts. We will also establish and utilize customer support 'work-teams' that operate on-site with key customer accounts to better manage ordering and distribution. Second, order cycle times will have to be reduced from current levels. Large accounts will increasingly demand two rather than one delivery per week. In addition, many large accounts want to simplify their manufacturing contacts and are questioning why we cannot provide consolidated order shipment from our three consumer product divisions when cost reductions are achievable. The demand for direct store delivery (DSD) may also significantly increase. Third, products will increasingly have to meet specific customer requirements, such as assembly of individual store shipments, and customized inner packs and display units. Bar codes will have to utilize industry standards such as UCC 128. Invoicing and payment, particularly with regard to promotional allowances and discounts, will become paperless transactions conducted via EDI. Our pricing will evolve to reflect services provided, rather than purely traditional logistical order fulfillment, transportation, and handling.” For the balance of Westminster's customers, distribution service will be provided much as it is today. Although other customers may not be willing or able to initiate such close working relationships, they wilI be entitled to a high standard of basic service that provides timely and consistent performance. For these accounts, purchase price will remain the priority, although there will be some increased pressure for improved order fill rates and decreased cycle times. Traditional purchase order invoicing and payment will also remain the rule. In response to the issues raised by company research, CEO Wilson McKee directed the company's executive management committee to organize a logistics taskforce. The taskforce, which includes top-level managers from each division's functional departments, has been directed to identify potential changes within the three domestic sales divisions' networks that will achieve improved distribution performance and responsiveness.   Westminster's Distribution Network. Table I outlines Westminster's existing distribution network for the three domestic consumer sales divisions. Each division consists of a number of company-owned-and-operated manufacturing plants and distribution facilities. Table 2 presents a number of key demand and inventory statistics for the facilities. Each manufacturing plant produces SKUs unique to that particular facility. All SKUs are distributed on a national basis. Due to significant capital outlays and fixed costs associated with each manufacturing plant, the logistics taskforce has already eliminated the possibility of relocating any manufacturing facilities from their present locations. Manufacturing plants must route products through a distribution center before final delivery to a retail or wholesale customer. Any distribution center may be utilized within its own division. Distribution centers may ship product to any region of the country; however, customers are typically serviced by the closest distribution center based on Westminster's regional boundaries. Transfer shipments between distribution centers are also permissible. Most shipments from manufacturing plants to distribution centers are delivered via motor carrier on a TL basis. Air freight may be utilized for emergency shipments, but also must pass through a distribution center before delivery to a final destination. Most shipments between distribution centers and retail or whoIesale customers are delivered by motor carrier on an LTL basis and vary in size from a few pounds to nearly truckload quantities. Table 3 illustrates the three domestic sales divisions' shipments by typical weight brackets and the number of bills of lading issued within each bracket. The first weight bracket (&70 pounds) represents shipments typically delivered by small parcel carriers; the majority of these shipments represent order fulfillment of back-ordered SKUs. Approximately 67 percent of all shipments are 500 pounds or less. Distribution center locations are based upon both market and production factors. The majority of distribution centers are strategically located throughout the country to service geographic territories that contain the strongest demand for Westminster products.   Demand patterns for consumer products follow major population centers and are generally consistent across the country for all three divisions. Several distribution centers are located near manufacturing plants to reduce transportation costs. Table 4 lists the current system's transportation and warehousing costs for each of the three divisions. Freight rate classification for product shipments is different for each of the three divisions. Division A freight has a rating of class 60; Division B freight has a rating of class 70; and Division C freight has a rating of 200. Transfer freight costs are based on TL rates from the manufacturing plants to the distribution centers. Customer freight costs are based on LTL shipments from distribution centers to retail and wholesale customers. Average transit time (in nun)- ber of days) from the distribution centers to the customer is the shipment time from the point an order leaves the distribution center's loading dock until it reaches a customer. Any potential systems redesign must consider the effect of labor costs. Table 5 lists average hourly wage compensation for a number of major U.S. cities.   The logistics taskforce is presently considering these three options or alternatives:   1. Consolidating the current three distribution systems to a single distribution system serving all three companies, using fewer warehouses than are currently being used.

2. Using public or third-party warehousing and third-party transportation rather than the current system network.

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  3. How are warehousing costs affected by the decision to use public or private warehouse facilities? What effect would this have on handling, storage, and fixed facility costs?   4. What effect would shipping mixed shipments from consolidated distribution centers have on shipment profiles?   5. What factors should be taken into consideration when determining the appropriate number of warehouses?   6. What selection criteria should be used when evaluating a service provider's (public or third-party warehouse, or third-party transportation provider) ability to meet critical logistical requirements?  

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  1. What Is a Case Study?

    When you’re performing research as part of your job or for a school assignment, you’ll probably come across case studies that help you to learn more about the topic at hand. But what is a case study and why are they helpful? Read on to lear...

  2. Why Are Case Studies Important?

    Case studies are important because they help make something being discussed more realistic for both teachers and learners. Case studies help students to see that what they have learned is not purely theoretical but instead can serve to crea...

  3. What Are Some Examples of Case Studies?

    Examples of a case study could be anything from researching why a single subject has nightmares when they sleep in their new apartment, to why a group of people feel uncomfortable in heavily populated areas. A case study is an in-depth anal...

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    The case study entails a supply chain analysis of Westminster Company, which is one of the largest world's largest producer of health care consumer products.


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