10 Pages Posted: 21 Oct 2008
Harimann International, a small producer of finished textiles, receives a large, unexpected order at the beginning of the off-season. Unfortunately, none of the available embroiderers (subcontractors) can commit to finishing the goods in time for internal processing (bleaching, cutting, sewing, washing, and packing) to be completed in time to guarantee the shipping date. This case offers a rich context for analyzing problem solving under uncertain conditions and exploring risk-reduction opportunities.
Rev. March 18, 2009
My first impression was that the Pioneer order would be a very attractive opportunity so late in the season. Not only would I be supporting an old and established customer, but the order would be profitable and the unexpected business would permit me to keep some of my workers on the payroll during the early portion of the off-season. These small gestures often pay handsome rewards in future years. But that April 6 deadline to ship the goods seems terribly close. If I accept the order and miss the date, I could be left with a substantial amount of finished goods that would be impossible to move at this time of the year. I have squeezed the production schedule as far as possible, and I don't know what else I can do. Do you think I should turn down the order?
President, Harimann International
. . .
Keywords: decision theory, international
Suggested Citation: Suggested Citation
Register to save articles to
This is a Darden A Case paper. Darden A Case charges $6.25 .
File name: UVA-QA-0472.pdf
If you wish to purchase the right to make copies of this paper for distribution to others, please select the quantity.