As a result of declining annual operating earnings over the past few years, Cargill implemented several strategic modifications on 2016. One transformation, referred to internally as the Human Resources Transformation, is designed to help enable the firm's people strategy. This case study covers the planning, execution and challenges encountered with this transformation.
In 2012, Driscoll's launched a farm-to-fork initiative known as the Delight Platform, which allowed consumers to provide feedback on each pack of berries purchased. Internally, Driscoll's depended on sensors, smart systems, data warehousing and smart analytics to ensure consumers consistently received great product. To take it further, they began to question what could be accomplished if they could use their technological advancements to connect the beginning of the chain to the end of the chain.
This case lays out Glanbia’s decision to enter the sports nutrition
business; highlights the repeatable growth model it developed around its first acquisition,
Optimum Nutrition; and describes the scaling of this model through acquisition and
innovation. The case concludes by presenting the challenges and opportunities that faced
CEO Hugh McGuire as he sought to respond to the challenges and opportunities facing the business.
This case study is written in two parts at two different points in time. The first part, set in early July 2015, describes the decision by McDonald’s management to propose to its franchise owners the addition of All Day Breakfast to the menu options. The second part is a reflection on how the Supply Chain Management Team approached the task of readying the supply chain and the restaurants for this introduction.
MightyVine produces glasshouse tomatoes for the Chicago market, a process that uses hydroponic technology and sustainability practices. This study examines the process involved in deciding the best location, designing facilities to optimize product yield in Chicago's variable climate, and the marketing and growth strategy to stay ahead of the competition.
Do modern production practices to enhance agricultural productivity come as the cost of environmental degradation? Modern agriculture's evironmental footprint has been a subject of concern among state and federal regulators in recent years. This study examines GROWMARK's part in the discussion and their continued efforts to minimize their footprint while still satisfying expanding food demands.
Early September 2015 was an exciting time for Pearse Lyons, serial entrepreneur and founder of Alltech, the Lexington, Kentucky-based animal health company. Having recently completed an acquisition that lifted Alltech global revenues to $1.6 billion,a Lyons had just announced a sales target of $100 million for Alltech Lexington Brewing and Distilling Company, the craft brewing and distilling business he founded in 1999.
BASF’s company tagline, “We create chemistry,” represents 150 years of collaboration and innovation. As Neil Bentley, director of marketing for the Crop Protection division of BASF in the United States, sat behind his desk at the company headquarters in Durham, North Carolina, he pondered how critical innovation was in developing business relationships—just as it was in developing new chemistry compounds.