This case series, students focused on the boom-and-bust behavior 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 productive capacity of the resource forest, a classic problem in renewable resource economies that th … Read more »

This case series, students focused on the boom-and-bust behavior 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. The case B describes the views of the trade group for sawmills and veneer mills of the Northern Forest.
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Robert D. Landel,
Andrew Jones
Source: Darden School of Business
2 pages.
Release Date: 08 April 2004. Prod #: UV3535-PDF-ENG
Northern Forest (B): Sawmill Trade Group views the HBR case solution

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