New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
supply chain management global
Supply Chain Management : Strategy, Planning, And Operation 6th Global Edition Sunil Chopra, Peter Meindl - Solutions
Return to the data for Exercise
We now reconsider the issue of competitors and promotions in the context of a commodity product such as detergent, for which demand is relatively stable during the year. Q&H is a major detergent manufacturer with a demand forecast for the coming year as shown in Table 9-6 (in tons).Capacity at Q&H
Jumbo manufactures bicycles for all ages. The demand forecast for the coming year is as shown in Table 9-5.Capacity at Jumbo is limited by the number of employees it hires. Employees are paid $10 per hour for regular time and $15 per hour for overtime. Each bicycle requires 2 hours of work from one
Now, assume that a third party has offered to produce sinks at $74 per unit.How does this change affect the optimal production plan without a promotion? How does this change affect the optimal timing of a promotion? Explain the changes.
Return to the data for Lavare in Exercise
We now assume that Lavare can change the size of the workforce by laying off or hiring employees. Hiring a new employee incurs a cost of $1,000; laying off an employee incurs a layoff cost of$2,000.a. What is the optimal production plan for the year if we assume no promotions? What is the annual
Consider the data for Lavare in Exercise
Lavare, located in the Chicago suburbs, is a major manufacturer of stainless steel sinks. Lavare is in the middle of the demand and supply planning exercise for the coming year.Anticipated monthly demand from distributors over the 12 months is shown in Table 9-4.Capacity at Lavare is governed by
Identify and suggest the major steps required in implementing sales and operations planning in supply chain management.
Why would a firm want to offer pricing promotions in its peak-demand periods?
How can a firm use pricing to change demand patterns?
Discuss how a company can get sales and operations to work together with the common goal of coordinating supply and demand to maximize profitability.
As a hat manufacturer producing caps for (1) retail sales to the public and (2) correctional services as uniforms, which production should be completed first? Why?
What does it mean to incorporate product flexibility in the production processes? Give an example.
In which industries would you tend to see dual facility types(some facilities focusing on only one type of product and others able to produce a wide variety)? In which industries would this be relatively rare? Why?
Suggest how a manufacturer can tackle the seasonal demand issue in operations planning.
What are some obstacles to creating a flexible workforce?What are the benefits?
Use sales and operations planning to maximize profitability when faced with predictable variability in a supply chain.
Manage demand to improve synchronization in a supply chain in the face of predictable variability.
Manage supply to improve synchronization in a supply chain in the face of predictable variability.
The company has signed a service-level agreement with its customers and committed to carry safety inventory from one month to the next that equals at least 15 percent of the following month’s demand. Thus, FlexMan is committed to carrying over at least 0.15 * 1,700,000 = 255,000 routers and 0.15
Return to the FlexMan data in Exercise
FlexMan has identified a third party that is willing to produce routers and switches as needed. The third party will charge$6 per router and $4 per switch. Assume all other data as in Exercise 4, except that hiring and layoffs are allowed as in Exercise 5.a. How should FlexMan use the third party
The firm is considering the option of changing workforce size with demand. The cost of hiring a new employee is $700 and the cost of a layoff is $1,000. It takes an employee two months to reach full production capacity. During those two months, a new employee provides only 50 percent productivity.
Reconsider the FlexMan data from Exercise
FlexMan, an electronics contract manufacturer, usesits Topeka, Kansas, facility to produce two product categories: routers and switches. Consultation with customers has indicated a demand forecast for each category over the next 12 months (in thousands of units) to be as shown in Table
Assume that the plant has 1,250 employees and a no-layoff policy. Overtime is limited to at most 20 hours per employee per month. Also assume no subcontracting option. Skycell has a team of 50 people who are willing to work as seasonal employees.The cost of bringing them on is 800 euros per
Reconsider the Skycell data in Exercise
Assume that the plant has 1,250 employees and a no-layoff policy. Overtime is limited to 20 hours per employee per month. A third party has offered to produce cell phones as needed at a cost of $26 per unit (this includes component costs of $20 per unit).a. What is the average per unit of in-house
Reconsider the Skycell data in Exercise
How can aggregate planning be used in an environment of high demand uncertainty?
Briefly describe the major procedures in implementing aggregate planning in the supply chain.
If a company currently employs the chase strategy and the cost of training increases dramatically, how might this change the company’s aggregate planning strategy?
Illustrate with an example how a company can create a buffer for forecasting errors using safety inventory and safety capacity.
How should forecast errors be handled when making an aggregate plan?
What types of industries or situations are best suited to the chase strategy? The flexibility strategy? The level strategy?
What are the main differences among the aggregate planning strategies?
Apart from the bottleneck issue, what other factors need to be considered when identifying aggregate units of production during planning?
Explain the importance of the quality of an aggregate plan to a company in terms of sales, profitability, and facilities.
Formulate and solve basic aggregate planning problems using Microsoft Excel.
Explain the basic trade-offs to consider when creating an aggregate plan.
Describe the information needed to produce an aggregate plan and the outputs obtained.
Understand the importance of aggregate planning as a supply chain activity.
Weekly demand for dry pasta at a supermarket chain is as follows:Week Demand (units)1 517 2 510 3 557 4 498 5 498 6 444 7 526 8 441 9 541 10 445 Estimate demand for the next four weeks using a five-week moving average, as well as simple exponential smoothing with a = 0.2. Evaluate the MAD, MAPE,
Using the A&D Electronics data in Exercise 6, repeat Holt’s model with a = 0.5 and b = 0.5. Compare the performance of Holt’s model with a = 0.05 and b = 0.1. Which combination of smoothing constants do you prefer? Why?
Monthly demand at A&D Electronics for flat-screen TVs are as follows:Month Demand (units)1 1,000 2 1,113 3 1,271 4 1,445 5 1,558 6 1,648 7 1,724 8 1,850 9 1,864 10 2,076 11 2,167 12 2,191 Estimate demand for the next two weeks using simple exponential smoothing with a = 0.3 and Holt’s model with
For the Hot Pizza data in Exercise 2, compare the performance of simple exponential smoothing with a = 0.1 and a = 0.9. What difference in forecasts do you observe?Which of the two smoothing constants do you prefer?
Consider monthly demand for the ABC Corporation as shown in Table 7-3. Forecast the monthly demand for Year 6 using moving average, simple exponential smoothing, Holt’s model, and Winter’s model. In each case, evaluate the bias, TS, MAD, MAPE, and MSE. Which forecasting method do you prefer?
Consider monthly demand for the ABC Corporation, as shown in Table 7-3. Forecast the monthly demand for Year 6 using the static method for forecasting. Evaluate the bias, TS, MAD, MAPE, and MSE. Evaluate the quality of the forecast.
What information do the bias and TS provide to a manager?How can the manager use this information?
What information do the MSE, MAD, and MAPE provide to a manager? How can the manager use this information?
How do static and adaptive forecasting methods differ?
List the five basic steps of demand forecasting in supply chain management. Which step is more important?
Identify any six factors that should be taken into consideration when implementing demand forecasting in a department store.
As a supply chain manager, do you need to forecast the random component of the observed demand for products that displays seasonal demand?
Discuss any four forecasting methods. Which one is more suitable in cold supply chain management?
What role does forecasting play in the supply chain of a mailorder firm such as L.L. Bean?
Briefly describe the major characteristics of forecasts in supply chain management.
Is Dell adapting the “pull” or “push” processes, or a combination of the two, in its supply chain demand forecasting?
Analyze demand forecasts to estimate forecast error.
Forecast demand in a supply chain given historical demand data using time-series methodologies.
Identify the components of a demand forecast.
Understand the role of forecasting for both an enterprise and a supply chain.
Illustrate the benefits of evolving toward dynamic alignment compared to standardization in supply chains involving hundreds of suppliers.
Calculate the NPV for both suppliers. Compare them and select the appropriate supplier.
Draw a decision tree illustrating Nokia’s alternatives between the two suppliers (the existing one and the perspective one in China) and the related sequences.
What other factors should be accounted for when making your recommendations?
The analysis has assumed that each plant has a 100 percent yield (percentage output of acceptable quality). How would you modify your analysis to account for yield differences across plants?
How are your recommendations affected by the reduction of duties?
Is there any plant for which it may be worth adding a million kilograms of additional capacity at a fixed cost of$3 million per year?
How should Landgraf structure his global production network? Assume that the past is a reasonable indicator of the future in terms of exchange rates.
How should BioPharma have used its production network in 2013? Should any of the plants have been idled? What is the annual cost of your proposal, including import duties?
A chemical manufacturer is setting up capacity in Europe and North America for the next three years. Annual demand in each market is 2 million kilograms (kg) and is likely to stay at that level. The two choices under consideration are building 4 million units of capacity in North America or
A European apparel manufacturer has production facilities in Italy and China to serve its European market, where annual demand is for 1.9 million units. Demand is expected to stay at the same level over the foreseeable future. Each facility has a capacity of 1 million units per year. With the
Reliable is a cell phone manufacturer serving the Asian and North American markets. Current annual demand of its product in Asia is 2 million, whereas the demand in North America is 4 million. Over the next two years, demand in Asia is expected to go up either by 50 percent, with a probability of
Bell Computer is reaching a crossroads. This PC manufacturer has been growing at a rapid rate, causing problems for its operations as it tries to keep up with the surging demand.Bell executives can plainly see that within the next half year, the systems used to coordinate its supply chain are going
Alphacap, a manufacturer of electronic components, is trying to select a single supplier for the raw materials that go into its main product, the doublecap. This is a new capacitor that is used by cellular phone manufacturers to protect microprocessors from power spikes. Two companies can provide
Unipart, a manufacturer of auto parts, is considering two B2B marketplaces to purchase its MRO supplies. Both marketplaces offer a full line of supplies at very similar prices for products and shipping. Both provide similar service levels and lead times.However, their fee structures are quite
Moon Micro is a small manufacturer of servers that currently builds its entire product in Santa Clara, California. As the market for servers has grown dramatically, the Santa Clara plant has reached capacity of 10,000 servers per year. Moon is considering two options to increase its capacity. The
Is it always better to have a long chain than a short one when dealing with demand uncertainty?
What are the major financial uncertainties faced by an electronic components manufacturer deciding whether to build a plant in Thailand or the United States?
Discuss why using expected trends for the future can lead to different supply chain decisions relative to decision tree analysis that accounts for uncertainty.
Give one example of a cost trade-off when making a supply chain design decision.
Do you think that risk mitigation strategies can always keep the operating costs of company to a minimum?
Do we need to consider uncertainty when planning supply chain networks? Why or why not?
What should Dell consider when evaluating the impact of an offshoring decision according to Ferreira and Prokopets?
Understand decision tree methodologies used to evaluate supply chain design decisions under uncertainty.
Explain different strategies that may be used to mitigate risk in global supply chains.
Define uncertainties that are particularly relevant when designing global supply chains.
Identify factors that need to be included in total cost when making global sourcing decisions.
If Matt could design a new network from scratch (assume he did not have the Chicago plant but could build it at the cost and capacity specified in the case), what production network would you recommend? Assume that any new plants built besides Chicago would be at the cost and capacity specified
Do you recommend adding any plant(s)? If so, where should the plant(s) be built and what lines should be included? Assume that the Chicago plant will be maintained at its current capacity but could be run at lower utilization. Would your decision be different if transportation costs are half of
What is the annual cost of serving the entire nation from Chicago?
Hot&Cold and CaldoFreddo are two European manufacturers of home appliances that have merged. Hot&Cold has plants in France, Germany, and Finland, whereas CaldoFreddo has plants in the United Kingdom and Italy. The European market is divided into four regions: north, east, west, and south. Plant
Blue Computers, a major server manufacturer in the United States, currently has plants in Kentucky and Pennsylvania.The Kentucky plant has a capacity of 1 million units a year, and the Pennsylvania plant has a capacity of 1.5 million units a year. The firm divides the United States into five
The problem can now be solved for different discount factors. To begin with, assume a discount factor of 0.2—that is, 1 rupee spent next year is worth 1 - 0.2 = 0.8 rupee this year.a. How should the production network for the company evolve over the next five years?b. How does your answer change
StayFresh, a manufacturer of refrigerators in India, has two plants—one in Mumbai and the other in Chennai. Each plant has a capacity of 300,000 units. The two plants serve the entire country, which is divided into four regional markets:the north, with a demand of 100,000 units; the west, with a
Return to the Sleekfon and Sturdyfon data in Exercise 4.Management has estimated that demand in global markets is likely to grow. North America, Japan, and Europe (EU) are relatively saturated and expect no growth. South America, Africa, and Europe (Non-EU) markets expect a growth of 20 percent.
Sleekfon and Sturdyfon are two major cell phone manufacturers that have recently merged. Their current market sizes are as shown in Table 5-9. All demand is in millions of units.Sleekfon has three production facilities in Europe (EU), North America, and South America. Sturdyfon also has three
Sunchem, a manufacturer of printing inks, has five manufacturing plants worldwide. Their locations and capacities are shown in Table 5-7 along with the cost of producing 1 ton of ink at each facility. The production costs are in the local currency of the country where the plant is located. The
Showing 900 - 1000
of 2895
First
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Last
Step by Step Answers
Get 50% OFF
Claim Now
