Contracting in a Supply Chain with Stochastic Demand and Substitute Products

Santiago  Kraiselburd; V.G.   Narayanan; Ananth   Raman

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Article | Production and Operations Management

Contracting in a Supply Chain with Stochastic Demand and Substitute Products

by Santiago Kraiselburd, V.G. Narayanan and Ananth Raman

Keywords: Supply Chain; Product;

Format: Print

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Citation:

Kraiselburd, Santiago, V.G. Narayanan, and Ananth Raman. "Contracting in a Supply Chain with Stochastic Demand and Substitute Products." Production and Operations Management 13, no. 1 (March 2004).

About the Authors

V.G. Narayanan

Thomas D. Casserly, Jr. Professor of Business Administration
Chair, MBA Elective Curriculum

Accounting and Management

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View Publications »

Ananth Raman

UPS Foundation Professor of Business Logistics
Chair, OPM

Technology and Operations Management

View Profile »
View Publications »

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A United States Citizen Working Abroad

V.G. Narayanan and Shawn O'Brien

Citation:
Narayanan, V.G., and Shawn O'Brien. "A United States Citizen Working Abroad." Harvard Business School Case 118-056, January 2018. (Revised December 2019.) View Details

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Case | HBS Case Collection | November 2019

Celebrity Fashions Limited (A)

V.G. Narayanan, Tanvi Deshpande and Shreya Ramachandran

In May 2017 in Chennai, India, the chairman of Celebrity Fashions doubted whether the company could last until the end of the year. Venkatesh Rajagopal had found that the company, a readymade garment manufacturing and exporter he founded in 1989, was hitting hard times financially. It had been dealing with declining revenues for the past five years, and its losses had tripled between 2014-16. A slowdown in factory plant processes in 2006 and the value of the rupee against the dollar, as well as wage arrears, contributed to the financial problem. Rajagopal’s son, Vidyuth, had recently joined the company after moving roles both within Celebrity and its sister company, Indian Terrain, and at organizations elsewhere. In 2017, as joint managing director, he was convinced he would be able to turn the company around. Vidyuth, along with the independent director Venky appointed, identified the problems. There were communication gaps on the factory floor, and this caused lags in the shipments of garments and pushed up costs of production. The financial problems had confused some employees, and others were not aware of it at all. The leadership team was not communicating effectively. Would Celebrity be able to cut operational costs, and would Vidyuth be able to get the buy-in from his team to transform the company, and protect his family business?

Keywords: turnarounds; Operations; Management; Financial Condition; Problems and Challenges; Communication; Organizational Change and Adaptation; Transformation; Apparel and Accessories Industry; Manufacturing Industry;

Citation:
Narayanan, V.G., Tanvi Deshpande, and Shreya Ramachandran. "Celebrity Fashions Limited (A)." Harvard Business School Case 120-053, November 2019. View Details

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Supplement | HBS Case Collection | November 2019

Celebrity Fashions: Moving Ahead (B)

V.G. Narayanan, Tanvi Deshpande and Shreya Ramachandran

In May 2017 in Chennai, India, the chairman of Celebrity Fashions doubted whether the company could last until the end of the year. Venkatesh Rajagopal had found that the company, a readymade garment manufacturing and exporter he founded in 1989, was hitting hard times financially. It had been dealing with declining revenues for the past five years, and its losses had tripled between 2014-16. A slowdown in factory plant processes in 2006 and the value of the rupee against the dollar, as well as wage arrears, contributed to the financial problem. Rajagopal’s son, Vidyuth, had recently joined the company after moving roles both within Celebrity and its sister company, Indian Terrain, and at organizations elsewhere. In 2017, as joint managing director, he was convinced he would be able to turn the company around. Vidyuth, along with the independent director Venky appointed, identified the problems. There were communication gaps on the factory floor, and this caused lags in the shipments of garments and pushed up costs of production. The financial problems had confused some employees, and others were not aware of it at all. The leadership team was not communicating effectively. Would Celebrity be able to cut operational costs, and would Vidyuth be able to get the buy-in from his team to transform the company, and protect his family business?

Keywords: turnarounds; Operations; Management; Financial Condition; Problems and Challenges; Communication; Organizational Change and Adaptation; Transformation; Apparel and Accessories Industry; Manufacturing Industry;

Citation:
Narayanan, V.G., Tanvi Deshpande, and Shreya Ramachandran. "Celebrity Fashions: Moving Ahead (B)." Harvard Business School Supplement 120-054, November 2019. View Details

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Contracting in a Supply Chain with Stochastic Demand and Substitute Products

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