Rasmussen College Crisis management Case Study

I’m working on a business case study and need an explanation and answer to help me learn.

Airlift’s culture is built around a few core values that define the behaviors and attitudes that we

seek in teammates:

? Hyper bias to action — we seek to partner with true doers,

? Be an obsessive learner — we love candidates who are eager to learn and grow,

? Move at lightning speed — we view speed as our greatest advantage.

As you go through the recruitment process, our suggestion is to incorporate the above value

system into your approach. Airlift leans on and reads heavily into the case study — we view the

effort and thoughtfulness of the response as a proxy for what we can expect from the candidate

on the team.

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The case study is divided into three core components.

Context — Airlift sorts, packs, store and deliver perishables from their specialized warehouse in

a storage space that extends over 25,000+ sq ft. Each warehouse supplies a number of smaller

warehouses on a daily basis. From smaller warehouses, Airlift ships goods to customers via our

customer-facing grocery delivery application. As the company scales, it is running into major

operational roadblocks in its supply chain operations. As the Floor Operations Manager, you are

tasked with solving for the following problems:

Part I — Crisis Management

We have a team of 10 people at the warehouse divided between check-in, placement, sorting

and packing teams. Each team member is hired in line with the requirement of completing a

certain number tasks throughout the day to optimize for the complete workflow. They are given

a day-off on a rotating basis to keep operations running uninterrupted. 3 additional team

members have called in sick today which leaves you with only 6 people to work with. With each

team dedicated to their own tasks already, how will you manage the situation? What will you do

to avert such a crisis in the future?

Part II — Prioritization in Decision Making

We usually receive our shipments from suppliers through-out the day that are checked in and

stored on racks. At night, we ship items from our warehouse to our dark stores spread across

the city based on their requirements. A few of our shipments coming from outside the city today

got delayed together due to a blockade on the highway and have arrived late in the evening.

Each of these shipments have between 500-1,000 items and checking them in together will 3x

the usual time with the regular staff dedicated to check-in and placement. However, if we

reallocate other team members to check-ins, our nightly dispatch operations(shipping to dark

stores) will be disrupted and we might not be able to ship to dark stores in time.

What will you prioritize in this situation and why? How will you go about managing the workflow

in this scenario?

Part III — Team Management & Performance

As the business scales, we are experiencing challenges in keeping up with growth. One of

these challenges relates to team performance. We previously observed that our teams were

checking in inventory at 30 SKUs per hour, with increasing volumes, this has recently dropped

to 22 SKUs per hour. Being the manager, how would you go about handling the situation to

ensure that efficiency is restored? What would your strategy be and what structural changes

would you make?

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