Over the past 40 years, global air travel has increased eight-fold: In 1974 air planes carried 421 million people globally. This means that global air travel has been growing up about 5% every year for 4 decades and this trend is expected to continue in the future. While demand growth is an important factor for the profitability of the airline industry, its impact quite depends on the operational performances such as load factor, passenger yield, labor efficiency and fuel efficiency. So, the objective of this study is to analyze companies competing in the airline industry to address how to use the return on invested capital (ROIC) tree model to analyze the effect of operational performances on airline companies’ financial performance and then how to increase the financially inferior company’s per-formance by intimidating the operationally and financially superior and productive company. In the case of the Korean airline industry, two leading legacy airline companies called as a company A and B were selected to do the computational study for the effect of operational performance on the financial performance and productivity. We analyzed the financially high-performing company using the ROIC tree model and then looked at financially how much the inferior company would be improved if it could imitate some factor consisting of the productivity ratios from the financially high-performing company.

In recent years, there has been an increase consensus that the firms’ social responsibility plays an essential role for the success of the firms. To address the need to be socially and environmentally responsible, this paper considers a firm, which makes a production decision under the carbon emission cap and trade system. The objective of this study is to examine the impact of the firm’s flexible operational strategy, called a reactive capacity production strategy, on the firm’s managerial efficiency under the carbon cap and trade system. The reactive capacity production strategy has been widely used for agile response on the market. The study shows that the firm with reactive capacity production strategy under the carbon cap and trade market may choose the first production quantity less than the firm without reactive capacity and provide more profit than the firm without reactive capacity. Also, the study analytically provides the optimal solution for the expected amount of carbon emission traded on the carbon trading market and the expected total amount of carbon emission by the firm with reactive capacity under the carbon cap and trade market.

The major challenge, which the financially insufficient firm tries to overcome, is the uncertain demand during the sales season and the possible bankruptcy due to the lower demand than the initial order quantity. Most traditional studies on the operational decision problem address this challenge by assuming that the retailer has enough capital to procure as many products as necessary. However, small and medium size firms with insufficient capital or even startup companies are generally financially constrained for procuring or producing the product. Thus, to address the financially constrained problem, in this study we model a financially constrained two-level supply chain consisting of a financially-deficient retailer and a bank. In this supply chain, the supplier can sell a product at two wholesale prices to the retailer before and during the sales season, respectively. Then the retailer makes an initial order to the supplier with this loan from the bank and then sells the product to its customers at a selling price during the sales season. Moreover, if the realized demand is more than the initial order quantity, the retailer can make the second order at a higher wholesale price than the initial wholesale price. The analytical results from this model can be summarized as follows: First, the retailer’s optimal initial ordering decision is a non-increasing function of the bank’s decision, interest rate. Second, as the procuring cost through the quick response increases, the retailer’s initial ordering quantity increases and thus the amount of loan from the bank increases. Third, as the retailer’s initial capital increases, the amount of loan from the bank decreases. Forth, the retailer’s initial ordering quantity with the quick response strategy is almost surely less than without the quick response strategy.