Case Study

ICI - Nobel's Explosives Company (Abridged)

16 pages
February 2002
Reference: IMD-6-0241

This is an abridged version of the case ‘ICI – Nobel’s Explosive Company’ (POM 170), with all reference to the Australian innovation expunged. The object of this case is not building on the Australian example, but rather to anticipate it. Thus, the teaching strategy for this case is different from that of the original case.

Keywords
Commodity, Services, Productivity, Production Management, Operations Management
Settings
June 1990
Type
Published Sources
Copyright
© 2002
Available Languages
English
Case clearing houses
IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series
This case study is part of a series
Looking for something specific?
IMD's faculty and research teams publish articles, case studies, books and reports on a wide range of topics
ICI - Nobel's Explosives Company (NEC)
By Robert S. Collins Michael L. Gibbs and Henning Von Spreckelsen
Case reference: IMD-6-0170 ©1995
Summary
John Clark, business manager of Nobel's Explosives explosives and accessories business, must decide whether to recommend the implementation of a new technology, developed by ICI Explosives Australia, for supplying explosives in bulk to the quarrying industry in the UK. Faced with declining demand in traditional markets, overcapacity in the industry, fierce price competition and low customer loyalty, the new technology represents an opportunity to differentiate a commodity product-offering through service enhancement. However, an assessment must be made of the impact the new technology will have on supply chain management within the business, the appropriateness of the current material planning and control system as well as the need perhaps to re-engineer the order-to-delivery process.
Reference IMD-6-0170
Copyright ©1995
Copyright owner IMD Copyright
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications