This is the second of a two-case series (603-020-1 and 103-057-1). The (B) case focuses on the performance measurement tools that Sainsbury's has implemented to improve the efficiency and effectiveness of its supplier relations. It describes the internal information system that provides up-to-date performance data on suppliers as well as an Internet- enabled system aimed at sharing daily supply chain information with suppliers. The case also demonstrates how a performance assessment tool called the Global Scorecard helps Sainsbury's and its suppliers identify opportunities for jointly improving their interface. The teaching objectives are: (1) to illustrate state-of-the-art information systems aimed at measuring and managing supplier performance in a retail context, and (2) to discuss how retailers and suppliers can work together to improve the efficiency of their interface and strengthen their relationship.

This is the first of a two-case series (603-020-1 and 103-057-1). In 2000, under increasing competitive pressure from other major UK retailers, J Sainsbury's Supermarkets embarked on a radical transformation of its supply chain. The case study describes the challenges involved in rejuvenating the firm's supply chain infrastructure, systems, processes, and skill sets as part of an 'all-or-nothing' strategy to regain a leadership position in the marketplace. The teaching objectives are: (1) to learn about recent developments in supply chain configuration and information systems in the retail industry, and (2) to assess the opportunities and risks associated with major investments in supply chain restructuring.

The scheduling of acitivities over time has gained increasing attention with the development of the critical path method (CPM) and the program evaluation and review technique (PERT). Since then, a large amount of solution procedures for a wide range of problem types have been proposed in literature. Many of these procedures, however, are not able to solve real-life problems. In this paper we describe a capacity expansion project at a water production center (WPC) of the Vlaamse Maatschappij voor Watervoorziening (VMW) in Belgium. This project aims at expanding the production capacity of pure water. We show that scheduling the project with certain techniques wll improve the financial status of the project. We illustrate this statement with different schedules. Keywords: project scheduling, net present value (NPV), real-life problems, CPM, PERT