This case series (see also the B [UV3535], C [UV3536], D [UV3537], E [UV3538], F [UV3546] and G [UV4339] cases) focuses on the student-boom-and-bust behaviors in the Northern Forest sawmill industry. Stakeholders from landowners sawmill owners to government officials to environmentalists all want to ensure that the overall demand for lumber, sawmill driven as capacity, no more than the rate at which the trees grow. You do not want sawmill demand “overshooting” of the produ … Read more »

This case series (see also the B [UV3535], C [UV3536], D [UV3537], E [UV3538], F [UV3546] and G [UV4339] cases) focuses on the student-boom-and-bust behaviors in the Northern Forest sawmill industry. Stakeholders from landowners sawmill owners to government officials to environmentalists all want to ensure that the overall demand for lumber, sawmill driven as capacity, no more than the rate at which the trees grow. You do not want experienced sawmill demand “overshooting” of the productive capacity of the resource forest, a classic problem in renewable resource economies that the region had about a century earlier. Students are asked to use system-thinking skills (analysis reference modes of behavior, causal-loop mapping and stock-flow mapping) when preparing their causal hypotheses of the underlying system structure. The students are asked to design system structure strategies to help both the industry and the natural resources of the region.
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Robert D. Landel,
Chris Lotspeich,
Cheng Cui
Source: Darden School of Business
14 pages.
Release date: 05 March 2004. Prod #: UV3533-PDF-ENG
Northern Forest (A) HBR case solution