Glen County manages a waste-to-energy facility that burns 2,000 tons of trash per day and generates over \($20\) million in electricity annually while costing state and local taxpayers \($24\) million to operate. The trash burning facility also generates about \($1\) million a year from recyclable materials; mainly ferrous metals. Eighty-five percent of the electricity is sold to large electrical providers, and the rest is used to power the Glen County facility and adjacent government buildings. Prior to construction of the trash-burning facility, the pre-sorted trash went to a landfill. In 2022, 75 trash-burning facilities operated in the United States. Methane and other gas emissions had become a major problem, resulting in citations from the United States Environmental Protection Agency (EPA) and other government agencies. The supply chain for burnable trash begins when residents sort their trash according to certain rules. All residents have two trash containers—one for food waste and nonrecyclable materials, and a second container for paper, cardboard, aluminum cans, grocery bags, glass, plastics, junk mail, and so on. Waste refuse trucks pick up the recyclable trash and dump it into storage pits at the waste facility. Cranes mix the waste in the pit. Employees constantly scan the pit for items that can break equipment and should not be burned, such as metal bars, steel shelves, light bulbs, and tires. The cranes lift the sorted trash up and deposit it into a feed chute that leads to the furnace. A jam in the equipment normally stops the entire process for about two hours. During this downtime, natural gas is used to keep the combustion going. Inside steel tubes, heat arising from the combustion of the trash coverts water into steam. The superheater steam creates a high pressure that drives a turbine generator to produce electricity. The steam cools and enters an air pollution system. Using lime slurry, dry scrubbers neutralize any acid-forming gases, such as sulfur oxides, lead, mercury, and hydrogen chloride. All gases travel through filters in a room called the bag house. Over 99 percent of the particulates are removed from the air and gases. Huge fans blow the air away from the facility and send it out through a chimney stack. During the combustion, ash makes its way out of the furnace and falls into an ash discharger. Magnets remove scrap iron from the ash before the ash falls into hoppers. The ash is sprayed with water and transported by conveyors to be loaded onto trucks. They take the ash residue to the landfill. For every ton of burnable trash, about one-fourth of it goes into the landfill as ash. Several steps are taken to protect the ground water from contamination. Glen County is going to present its case for \($50\) million in tax-free municipal bonds to several big financial institutions soon. The Glen County Solid Waste Commission asked you to answer the following questions as a basis for the municipal bond initiative Case Questions for Discussion:

1. How would you characterize this waste-to-energy supply chain in terms of

(a) efficient-responsive,

(b) push-pull,

(c) backward-forward integration, and

(d) location criteria?

2.Write a short statement on each of the 11 decisions in Exhibit 6.1 that Glen County might use in their government waste-to-energy handouts and municipal bond prospectus. What might be a positive goal, strategy, practice, or initiative that Glen County can pursue for its waste-to-energy facilities?

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EXHIBIT 6.1 Eleven Example Supply Chain Design Decisions 1. Strategy. What competitive priorities should we emphasize? How do we build a sustainable supply change that suppliers and customers can trust? What is our supply chain strategy to meet the slower growth of indus- trialized countries and more rapid growth of emerging economies while considering cultural differences? 2. Control. Do we centralize or decentralized control of the supply chain? How do we secure supplier and customer payments along our supply chains? Who has access to the transaction data along the supply chain? 3. Location. Where do we locate facilities such as research and development offices, call centers, and warehouse and distribution centers in the supply chain to provide efficiencies and improve customer value? 4. Sustainability. How do we champion economic, environmental, and social sustainability goals and practices in global supply chains? 5. Technology. Do we share our technology and intellectual property with suppliers and partners in other coun- tries? If so, how do we protect intellectual property, patents, and rights? 6. Digital content. How do we build and integrate digital content and e-commerce capabilities into goods and services and our supply chains? Are our collaborative tools and work with global customers and vendors secure? 7. Sourcing. From whom do we purchase raw materials, parts, and subassemblies? How do we track returns and recalls? 8. Logistics and transportation. What transportation modes (ie., ship, air, rail, or truck) should we use to maximize service and minimize costs? How do we ensure the shipment arrived at its correct destination? What custom documents are missing while our shipment is held up at the seaport? 9. Outsourcing. What supply chain activities do we keep in-house or outsource to suppliers (either domestically or abroad)? Do we outsource to contract manufacturers or use third-party logistics providers? Should we out- source to a single supplier? 10. Managing risk. How do we address supply chain risks and disruptions? Was the payment misrouted? Who has our money? Is the shipment damaged? Did it arrive? Who owns the shipment now? What is our risk mitigation plan? 11. Measuring performance. What performance metrics to use in managing our supply chains? Are our supply chain's digital records and information flows secure? Are our suppliers' digital records trustworthy? Are total supply chain costs competitive and under control?